New research indicates that LGBTQ+ individuals in management roles who cultivate a leadership style that resonates with their identity and values often experience heightened enthusiasm and greater career satisfaction.

Published in the Journal of Managerial Psychology, the study introduces the concept of ‘authentic leadership’—characterised by self-awareness and adherence to ethical principles—as particularly beneficial for LGBTQ+ leaders. The findings suggest that these psychological benefits are unique to LGBTQ+ leaders, highlighting the importance of their experiences and perspectives.

Managers who prioritise authentic leadership behaviours, as opposed to the traditional focus on transformational leadership—which emphasises change and performance—tend to show greater engagement in their roles and enhanced career satisfaction.

Dr Luke Fletcher from the University of Bath’s School of Management commented that “LGBTQ+ individuals in managerial and leadership positions often encounter discomfort and uncertainty regarding their leadership abilities. Concerns about being overly visible or openly expressing their LGBTQ+ identity are common, alongside a pressure to adhere to traditional leadership norms.”

“Our research demonstrates that authentic leadership allows LGBTQ+ individuals to remain true to themselves while managing the challenges and expectations associated with leadership roles. Interestingly, our study also highlighted that the psychological impacts of authentic leadership are less pronounced in non-LGBTQ+ individuals, suggesting that such an approach does not significantly influence their work engagement and satisfaction.”

The study revealed that the psychological benefits of authentic leadership are particularly significant for LGBTQ+ managers who struggle with self-confidence and self-esteem.

The research team, which included academics from the University of Bath and California State University and an independent researcher based in Dubai, surveyed 198 LGBTQ+ managers and 220 non-LGBTQ+ managers in the UK across various sectors.

The survey process involved two phases: the first assessed managers’ perceptions of their leadership behaviour and self-confidence, while the second, conducted a month later, evaluated their engagement with their role and overall career satisfaction.

Professor Shaun Pichler from California State University added: “The findings underscore the importance of ensuring that LGBTQ+ managers are informed about and trained in authentic leadership. Stigma and negative stereotypes often hinder the development of LGBTQ+ individuals’ leadership careers. Promoting a leadership style that reflects personal authenticity and ethical values, while also fitting within the organisational context, can significantly aid those lacking in confidence or self-esteem in enhancing their leadership potential.”

More information: Luke Fletcher et al, Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers, Journal of Managerial Psychology. DOI: 10.1108/JMP-06-2023-0310

Journal information: Journal of Managerial Psychology Provided by University of Bath