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Think leader, think heterosexual male? The perceived leadership effectiveness of gay male leaders
Author(s) -
Morton John W.
Publication year - 2017
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1434
Subject(s) - sexual orientation , psychology , social psychology , male homosexuality , perception , categorization , homosexuality , developmental psychology , men who have sex with men , psychoanalysis , human immunodeficiency virus (hiv) , medicine , philosophy , syphilis , family medicine , epistemology , neuroscience
Applying a framework of leadership categorization theory, I examined the leadership perceptions of heterosexual and gay male leaders. A significant interaction was found between participants' homonegativity and the sexual orientation of the target leader (heterosexual male or gay male) for the variable of leadership effectiveness. For participants who were less homonegative, there were no significant differences between evaluations of heterosexual and gay male leaders. However, individuals who were more homonegative evaluated the gay male leader more negatively than they did the heterosexual male leader. Implications of these findings for leaders with a minority sexual orientation and their organizations are discussed. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.