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Leading with authenticity – challenges, opportunities, and tensions for LGBTQ+ managers

Professor Luke Fletcher discussed with us the complexities of authenticity in the workplace.

By MattHaworth · February 4, 2026

Speaker: Professor Luke Fletcher, Manchester Metropolitan University
Date: January 2026
Format: Online event

Pride in Leadership hosted Professor Luke Fletcher from Manchester Metropolitan University for an insightful exploration of authenticity in the workplace for LGBTQ+ leaders and managers. Drawing on his research at the intersection of psychology, HR management, and LGBTQ+ inclusion, Professor Fletcher guided attendees through the complexities of bringing your authentic self to work while navigating the responsibilities of leadership.

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Beyond “Coming Out” – Understanding Authenticity

Professor Fletcher challenged the simplistic notion that workplace inclusion is just about “coming out once and it’s all fine and dandy.” Instead, he introduced a more nuanced understanding of authenticity that goes beyond mere disclosure.

Authenticity in the workplace involves three key dimensions:

  • Authentic living – Acting in ways that align with your values and sense of who you are
  • Avoiding self-alienation – Maintaining connection between your work self and your true self, rather than feeling completely estranged when you arrive at the office
  • Managing external influence – Finding ways to navigate workplace norms without fundamentally compromising your identity

As one attendee reflected during the session, we often know more clearly when we’re not being authentic than when we are – and that recognition is contextual and situational.

The reality of “Invisible” identities

The session explored how LGBTQ+ identities are often considered “invisible” in academic literature, meaning they require active disclosure for others to know about them. This creates a constant process of what researchers call “scanning the environment” – assessing whether it’s safe to reveal certain information about yourself in different contexts.

Attendees shared their own experiences of this dynamic:

  • Choosing whether to signal sexuality early in client meetings to avoid awkwardness
  • The ongoing process of coming out in each new social or work situation
  • The challenge of maintaining consistent visibility in heteronormative environments
  • The real risks that can come with openness, including historical experiences of being bullied out of jobs

What the research shows

Professor Fletcher shared findings from his research projects with LGBTQ+ managers:

The quantitative study (surveying around 400 managers) found that authentic leadership is particularly important for LGBTQ+ managers’ sense of engagement and career satisfaction – more so than for their heterosexual cisgender peers. This effect was especially pronounced for LGBT managers with lower self-confidence.

The qualitative study (interviews with 20+ LGBTQ+ leaders) revealed a fundamental tension between:

Challenges:

  • Inner struggles of accepting identity and calibrating authenticity throughout personal journeys
  • Navigating organisational politics and fitting into heteronormative management cultures
  • Emotional and existential labour – coping with difficult situations like homophobic comments from clients

Opportunities:

  • Developing a grounded sense of self that becomes a source of confidence
  • Transforming identity into a foundation for leadership style
  • Feeling a sense of responsibility to be visible and make a difference for others
  • Strategically leveraging positions to advance inclusion initiatives

Authentic Leadership: A Framework

The session introduced the concept of “adaptive authenticity” – recognising that authentic leadership requires adapting your authenticity to the demands of your role. This framework includes four dimensions:

  1. Self-awareness – Understanding your strengths, weaknesses, and impact on others
  2. Transparency – Openly sharing information and having genuine conversations
  3. Balanced processing – Making decisions by bringing in diverse voices and perspectives
  4. Internal morals – Being guided by ethical principles, not just self-expression

This last point distinguishes authentic leadership from simply “being yourself in every situation.” True authentic leadership is grounded in ethical positioning and consideration of others.

Connecting authenticity and inclusive leadership

Luke concluded by exploring how LGBTQ+ leaders can move forward authentically while remaining responsible in the current socio-political climate. He proposed connecting authenticity with inclusive leadership, which involves:

  • Supporting all team members to feel they belong and are respected – including those with different views
  • Ensuring all members can actively engage and positively contribute
  • Upholding justice and equity
  • Ensuring minoritised voices have opportunities to be heard

The current climate

The session acknowledged the challenging environment LGBTQ+ leaders are navigating, with attendees and Professor Fletcher discussing:

  • The tension between creating inclusive spaces and managing conflicting viewpoints
  • The emotional labour of facilitating spaces that challenge your identity
  • The importance of focusing on inclusion rather than exclusion
  • The need to create space for people who don’t fully understand, while not platforming harmful views

As Professor Fletcher noted: “We need to be focusing on how do we best move forward protecting trans people’s rights and including them… I always just go back to what should inclusion look like.”

Key takeaways for LGBTQ+ leaders

  1. Authenticity is more than disclosure – It’s about living and working in alignment with your values, not just being “out”
  2. Context matters – Your authentic self may look different in different situations, and that’s okay
  3. Safe spaces are vital – Having environments where you can truly let go and be yourself provides essential respite and support
  4. There’s often a price to pay – Being authentic requires courage and may carry risks; organisations need to support this
  5. Visibility is a responsibility many feel – Many LGBTQ+ leaders see being visible as a way to help others navigate similar paths
  6. Leadership amplifies the importance of authenticity – Research shows it’s particularly significant for LGBTQ+ managers’ engagement and satisfaction
  7. Authentic leadership requires ethics – It’s not just about self-expression but about being guided by moral principles
  8. Inclusive leadership and authenticity can work together – Finding ways to remain true to yourself while creating space for others

About the speaker

Luke Fletcher is Professor of Psychology and Human Resource Management at Manchester Metropolitan University. His research focuses on meaningful work, authenticity and authentic leadership, and LGBTQ+ inclusion. He has published in leading academic journals and writes practitioner articles including pieces in The Conversation and Harvard Business Review Ascend. Luke lives in Birmingham with his civil partner and their two dogs.

 

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