The 2021 census of England and Wales revealed that 3.2% of the population aged 16 and over identify as lesbian, bisexual, gay or other (LGB+) – totalling over 1.5 million people – and that more than 0.5% of people identify with a different gender to the one they were assigned at birth. Sadly, statistics from charity Stonewall show that 35% of LGBT staff have felt the need to hide their sexual orientation at work for fear of discrimination. Even worse, 18% have been the target of negative comments or conduct from their coworkers as a result of their identity. This needs to change.

Dr Luke Fletcher, Associate Professor in Human Resource Management, has previously found that the experience of authenticity at work is important for LGBTQ+ workers’ wellbeing and that supportive organisational policies and practices can facilitate this. More recently, he has examined how the framework of authentic leadership – being self-aware, transparent and guided by your own moral compass – can increase LGBTQ+ managers’ enthusiasm and a sense of connection to their careers.

Luke says:

“When LGBTQ+ people take on managerial and leadership positions, they can feel uncomfortable and unsure about their leadership capabilities. They may be worried about being too visible, or too open about their LGBTQ+ identity, and they may feel they have to conform to traditional views around what constitutes a good leader.”

The study, carried out with Professor Shaun Pichler from California State University and Dr Lakshmi Chandrasekaran, initially surveyed a total of 400 professionals in management roles on their self-confidence and leadership behaviour. Participants later completed a further survey on their career satisfaction. The managers whose leadership style aligned most closely with their own values reported the greatest satisfaction. This beneficial effect was most pronounced among the LGBTQ+ participants.

Other research from Luke, in partnership with Dr Caroline Essers at Radboud University, examined how LGBTQ+ entrepreneurs felt about running their own business. The team found that negative workplace experiences had motivated some to found their own start-up.

Luke explains: “For some of [our interviewees], coming out as gay and deciding to become an entrepreneur were closely linked to the concept of freedom. They felt they needed to hide their identity in their former careers, to avoid possible barriers and negative employment consequences, and believed that becoming self-employed would enable them to express their authentic self.”

The entrepreneurs surveyed did feel they had to battle stereotypes of entrepreneurs as masculine, heroic and strong; however, some also took great value in aligning their sexuality with their entrepreneurship. “By building and sharing knowledge and experiences across the LGBTQ+ business community, we can empower and enable people and their businesses to thrive,” asserts Luke.

Along with collaborator Dr Rosa Marvell from the University of Portsmouth, Luke was commissioned by the CIPD, the UK’s professional body for HR, learning and development, to produce guidelines on workplace inclusion for transgender and non-binary staff members.

The report included many concrete recommendations for employers, such as being aware of the manifold ways in which transphobia can manifest, providing high-quality training to managers, and normalising the benefits for all staff of sharing pronouns.

“LGBTQ+ inclusion is a journey of professional and organisational development,” summarises Luke. “We need to treat it as an opportunity for continuous learning.”