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This article presents an affirmative paradigm for understanding the leadership of sexual minorities-that is, lesbian, gay, bisexual, and transgender (LGBT) people. Although research on LGBT issues in leadership to date is almost nonexistent, there are several bodies of literature that can contribute to an understanding of the unique leadership challenges faced by sexual minority people. These include the literatures on stigma and marginalization, leadership in particular status groups (e.g., college students, women), and LGBT vocational issues (especially workplace climate and identity disclosure). We propose a new, multidimensional model of LGBT leadership enactment that incorporates sexual orientation (particularly regarding identity disclosure), gender orientation (including leader gender), and the situation (conceptualized here as group composition); the model also is embedded in context, the most relevant factors that affect the enactment of leadership being stigma and marginalization. We explicate this model with findings and concepts from relevant literatures, and we conclude the article with recommendations for building a scholarly literature in LGBT leadership.

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Research and experience continue to reveal evolving modes of leadership behavior that challenge the practice of consulting psychology. Leadership development that has taken us beyond the notion of born leaders and stable environments has suggested that flexibility is vital. This may be partly because of the constant evolution of the organization and its leadership challenges, from command-and-control to paradigms that are participatory and recognize the importance of interpersonal skills, to an emerging paradigm concerned with organizational learning. Consulting psychologists have identified a wide variety of leadership modes or ideals to fit these newer paradigms. Common to many of these is the need to be comfortable navigating ambiguous situations. One of the metrics that is indicative of this skill is the capacity to effectively process the uncertainty that often accompanies ambiguity. We present preliminary data for a potential tool for assessing this skill. We suggest that measuring an individual's “aptitude for ambiguity” should be considered when identifying high performers for leadership roles.