The G Quotient: Why Gay Executives are Excelling as Leaders… And What Every Manager Needs to Know (J-B US non-Franchise Leadership) – $24.95
Author Snyder has succeeded where so many others have failed. Who knew? Respecting and engaging your employees increases productivity and company loyalty. Well researched, this book is a must read for middle managers all the way up to top-level executives. As a heterosexual woman who has worked for three different Fortune 500 companies, Snyder focuses on what the managers profiled in his book are doing right–letting their employees know they are “making a difference.” Managers practicing “The G7 = Heaven” for their employees. Bravo, Snyder!
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The G Quotient identifies a management phenomenon that will change the way people view their professional roles in the workplace. Based on a landmark five-year study, The G Quotient redefines successful leadership for all managers. Organizations and working units under the leadership of white-collar gay males are collectively experiencing 35 percent higher levels of employee engagement, job satisfaction, and workplace morale in addition to reporting greater employer loyalty and individual productivity. It is proof that today’s employees are responding to a new type of organizational leader.
Kirk Snyder has written a remarkable book that is changing the way corporations think about diversity and the essential qualities of executive leadership. At a time in business history when the interplay of operational complexity, rising market volatility and sharpening competitive conditions has created a myriad of choice — and concomitantly higher risk — for corporations seeking to drive the bottom line higher, openly gay men and women are increasingly prized as decisionmakers. Yet while many LGBT professionals are now freely sharing insights about the strategic direction of their firms as division heads, as of early-2008, there is still no openly gay or lesbian CEO of a Fortune 500 company.
The G Quotient examines what underlies the perspective of gay executives — and reveals in the process how G-style leadership is not necessarily an intrinsic quality of this group, but rather is a complex of human attributes that companies can harness across all of their employees to drive innovation, a culture of collaboration and other essential ingredients to corporate growth.
For those heterosexual managers who have lost their forebears’ brittle and nervous response to seeing gay people on the job — and are more interested in capitalizing upon the ideas emerging from their gay employees’ heads rather than dwelling upon the preconceptions in their own — this book, named by Harvard Business Review as a top business tome, is a must-read.