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Paper short abstract:

Drawing upon a literature review of queer leadership and preliminary qualitative research findings on the expectations and experiences of lesbian, gay, bisexual and queer leaders in the UK, this paper seeks to explore how sexuality features in leadership and notions of transformational leadership.

Paper long abstract:

What expectations are placed on individuals that hold certain marginalized identities to think beyond and challenge existing realities? This qualitative investigation explores the leadership experiences of lesbian, gay, bisexual and queer (LBGQ) people in the UK (inclusive of trans and non-binary folks who identify as LGBQ). Queering leadership may be understood as both an intellectual and embodied project; it may be both contemplated and enacted in everyday practice. While this work focuses on sexuality, other social identities such as gender identity, race/ethnicity, and class all play into leadership experiences. Interrogating how different identities and experiences manifest in leadership can reveal expectations and norms that LGBQ people come up against. Previous research with LGBQ people in leadership revealed how participants felt a need to be “the right kind of queer” (Lee 2020); they felt pressure to exist in a way that would lead to acceptance. While having LGBQ people in leadership positions may challenge heteronormativity, we need to consider how this may be replaced by homonormativity and the degree to which people are able to express their identities and experiences in the workplace and in leadership positions. It is important to consider how LGBQ people in leadership are expected to bring about transformation. Do lived experiences of being LGBQ equip these individuals with a certain consciousness that will bring about change? How do we expect individuals to become transformational leaders? Drawing on both literature and preliminary research findings, this paper will explore both expectations and experiences of LGBQ leaders.