Diversity, equity and inclusion are critical to organizations and leaders today more than ever. While gender diversity and inclusion are a specific focus area for many organisations and researchers, little work has been done with respect to alternative gender and sexualities. We undertook an investigation of personality differences in LGBTQ+ managers and are glad to report some of our findings.

The table below presents the effect size or mean differences for 8 personality factors from SPS-MAX in a sample of 192 employees who identified themselves as LGBTQ+. All comparisons were made with the India National Norm of over 998 sample size.

You will notice that while there are many important statistically significant differences, none of them are large differences from a practical standpoint. However, there were interesting patterns when we broke this data point between individuals who are completely out, selectively out and completely closeted. 

We also looked at Adaptive Styles from SPS Max. The differences in means as a function of pooled standard deviation are provided below.

Conclusions

The effect sizes between straight and cis-gender employees vs LGBTQ+ employees indicate that LGBTQ+ employees are more likely to use composure as a means to adapt. There are definite benefits to LGBTQ+ employees due to this adaptive style, e.g. getting along with others, being patient with others, being measured in interpersonal communication and ability to navigate difficult interpersonal situations without dominating over others. They may also impact LGBTQ+ individuals adversely, e.g. inability to speak up against discrimination, being polite even when display of temper may be warranted and lacking assertiveness especially in conflict or negotiations. On other personality factors there were no big differences. Personality differences are smaller than overall individual differences. 

Within the LGBTQ+ community, we see small but critical differences depending on their status with respect to a socialized identity i.e. whether they are out or not.  We find that LGBTQ+ employees who are completely out to their colleagues report being more Compassionate, Open and Creative. Completely out employees feel more Social-agency than those who are selectively out. We hypothesize that being less out is likely to make one acutely aware of their out status which may lead to feeling less in control and confident in social settings. More qualitative research may be warranted with this group. With respect to the adaptive styles we found that completely out individuals favored Composure and Calmness as key means to adapt to adverse situations. As expected, we found completely closeted employees scoring low on all adaptive styles. This may indicate a clear adaptive benefit for being completely out in the workplace. Key questions that interest us are - how do completely closeted individuals adapt? Is there a lack of adaptive competence or is it about an absence of a clear style? Is there a lack of general awareness of the adaptive styles in case of closeted individuals?

Personality is a good predictor of job performance. Leadership requires different behaviours at different instances. The ability to exercise one's traits is a mark of good leadership. However, a great deal of research has proven that conscientiousness, neuroticism and openness to idea are all good predictors of leadership emergence. Extraversion and agreeableness have mixed results. Surprisingly, agreeableness has been found to have negative correlations with leadership emergence and positive correlations with effectiveness.

Handling Stress