LGBTQ+ Inclusion at Work: Challenging Bias and Building Leadership

Twenty years ago, the idea of corporations marching in pride parades would have seemed unlikely at best. We have made visible, meaningful progress which can determine the workplace experiences for LGBTQ+ employees. For many in the LGBTQ+ community, the act of being visibly proud, especially in a world that historically demanded shame, represents both a political and a personal triumph. We should be proud to see workplaces, institutions and public spaces decorated in rainbows.

Yet, in the midst of the celebration, we must not lose sight of the enduring obstacles that continue to shape the lived experiences of LGBTQ+ individuals, especially in the workplace. When pride is reduced to parties and positive slogans alone, it risks masking the persistent challenges of exclusion, stereotyping and discrimination. The biggest of these obstacles are our biases which are so deeply ingrained that they impact who we see as potential leaders and the decisions that we make about who to promote and develop in our organizations.

Pride as a Starting Point, Not the Destination

We need to understand the obstacles faced by LGBTQ+ colleagues in our workplaces. This means understanding the biases that exist and being able to talk about the damaging stereotypes that negatively impact career progression.

There is an obvious role for leaders to play in the statements they make and the way they behave in the workplace. They need to be able to:

• Question the talent processes that organizations have, to ensure that they operate fairly as well as effectively to recognize and develop a diverse range of leaders.
• Make a point to hear from their LGBTQ+ colleagues about their experiences and what can be done to make the work environment more inclusive.
• Recognize that bias, both conscious and unconscious, against LGBTQ+ individuals exists and that it impacts performance.

We all have a part to play in the creation of the culture and norms of our organizations. Our behavior towards one another matters. Where “jokes”, exclusion and harassment are not challenged it will show that such behavior is acceptable. However, where people make it clear that such behavior is not welcome, it helps to create a genuinely more inclusive workplace.

While some may view Pride Month celebrations as performative, it's still a positive step forward that these actions are happening. It wasn’t too long ago that many organizations couldn’t even begin to consider supporting LGBT inclusion in any meaningful way. However, despite the progress, it’s important that this support goes beyond just one month. For real, lasting change, inclusion needs to be embedded in the organization’s values and practices year-round, ensuring LGBT employees are respected and valued all the time, not just when the spotlight is on.

Stereotypes, Stigma and Leadership Gaps

Research shows that stereotypes associated with LGBTQ+ identities do more than shape attitudes—they affect access to power. For gay men and lesbian women in particular, stereotypes tend to invert traditional gender norms. Gay men are often perceived as feminine, while lesbians are seen as masculine. This reversal, known as the Implicit Inversion Theory, means that lesbians are often deemed competent but cold, and gay men are viewed as warm but lacking authority. These impressions impact the kinds of roles LGBTQ+ individuals are considered suitable for.

Experimental studies carried out by Virginia Schein in 1973 and 1975 showed that traits ascribed to successful managers very closely match those associated with men: assertiveness, authority and decisiveness. Schein coined the expression "Think Manager, Think Male" to show how women were not seen as leadership candidates.

However, gay men (whose stereotype suggests emotionality and warmth) are often excluded from leadership pipelines, much like heterosexual women. Lesbians may fit the "competence" mould more closely but risk being perceived as too aggressive or unapproachable. As a result, some researchers have argued that we must update the slogan to "Think Manager, Think Heterosexual Male."

While the research base is strongest for gay men and lesbians, stereotypes for bisexual and transgender individuals are no less pervasive, and often more damaging. Bisexual people are frequently viewed as indecisive, dishonest or confused, a reflection of the binary thinking that dominates public understanding of sexuality. This suspicion is not limited to heterosexual people; it is also found among lesbian and gay communities, reflecting a broader discomfort with ambiguity. Similarly, transgender and non-binary individuals often face stereotypes that go beyond simple misunderstandings and into dehumanization.

To challenge stereotypes we first need to know what they are and how they impact behavior and decisions. This requires us to have discussions in the workplace about assumptions that can be made about members of the LGBTQ+ community. The timing of such discussions is important and will have the greatest impact when people are about to conduct performance reviews and talent management assessments.

Challenge of Invisibility

The issue is compounded by the fact that LGBTQ+ identities are often invisible. This invisibility requires constant decisions about disclosure: should one "come out" or stay silent? Erving Goffman’s seminal work Stigma: Notes on the Management of Spoiled Identity describes this as a state of being constantly alert to the risk of exposure. Goffman observed that invisible stigmas carry unique pressures; decisions about "whether to let on, to tell or not to tell" can dominate a person’s interactions in the workplace. The attention that is given to this is a distraction from the work that the person should be carrying out and consequently this has an impact on performance and relationships.

Organizational Blind Spots and the Cost of Exclusion

These stereotypes have material consequences. They affect hiring, promotion, mentoring and inclusion. LGBTQ+ people may find themselves pigeonholed into roles deemed consistent with their perceived stereotypical traits, excluded from stretch assignments or passed over for leadership development. Less obviously, they may experience daily micro-incivilities: assumptions about their partner’s gender, casual misgendering or being left out of informal networks.

In response, many LGBTQ+ individuals engage in impression management. They mask their identity, avoid references to their personal lives or silently endure exclusionary comments. This self-monitoring is exhausting, demoralizing and, ultimately, undermines performance and wellbeing. Organizations pay a price for this exclusion by filtering leadership through a narrow prototype. They miss out on the full range of talent and experience LGBTQ+ individuals bring. Organizations often make powerful statements about meritocracy and the importance of people to their success. They emphasize the need for individuals to bring their whole selves to work, creating an environment where everyone is valued for their unique contributions. These are all positive, affirming messages that, in theory, should foster an inclusive and high-performing culture.

However, there is a critical gap between these idealized statements and the reality that many LGBTQ+ employees face. Unless organizations actively acknowledge and challenge the negative stereotypes associated with LGBTQ+ individuals—whether about their professionalism, abilities or personal lives—they will fall short of living up to their stated values. These stereotypes, whether overt or subtle, can create invisible barriers that hinder LGBTQ+ individuals from reaching their full potential.

If these biases are not addressed, organizations risk overlooking the talent and contributions of individuals who could be performing at much higher levels and making greater contributions to the organization’s success. By failing to fully recognize and embrace the diverse experiences and capabilities of LGBTQ+ employees, organizations inadvertently perpetuate inequality and miss out on the opportunity to benefit from the full spectrum of talent available to them.

Therefore, to truly honor their commitment to meritocracy and inclusion, organizations must ensure that their actions align with their words, creating a space where LGBTQ+ individuals are not only welcomed but also supported in bringing their authentic selves to work. Only then can they fully tap into the potential of every employee, regardless of their identity.

Now is the time to become the catalyst for change

The parades, celebrations and festivities are wonderful in their own way and demonstrate the progress that has been made over the last two decades regarding LGBTQ+ inclusion. However, this isn’t the complete picture. We also need to engage with the obstacles that LGBTQ+ individuals experience in the workplace to make the fullest contribution possible and to be fairly recognized. It demands policy, accountability, representation and empathy. It requires us to confront the stereotypes that still shape who is seen as a leader and who is not. It also needs all of us to recognize the part we play in creating a truly inclusive workplace. Only then will the promise of Pride move from a moment of celebration to a catalyst for lasting change.

To truly unlock the full potential of LGBTQ+ individuals and ensure they can make the greatest contribution possible, we need to engage with the obstacles they continue to face in the workplace. This requires creating talent management processes that go beyond merely being inclusive on the surface. By designing inclusive and equitable systems, we not only help individuals thrive but also make organizations more successful.

Ultimately it is about creating a workplace culture where everyone feels they belong, their contributions are recognized, and their career advancement is based on merit, not biases. This requires more than just policy changes; it requires accountability, representation and a deep sense of empathy. We must confront the stereotypes that still shape who is seen as a leader and who is not. To achieve this, we all have a role to play in creating an environment where everyone, regardless of their identity, can reach their full potential.

Only then, when organizations embrace inclusivity at every level, can the promise of Pride move from a moment of celebration to a true catalyst for lasting change. By making inclusion a priority in talent management and workplace culture, we not only empower LGBTQ+ individuals but also contribute to the broader success and innovation of the organization.

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