But in this uncertain environment, silence is a statement. Choosing not to show support for LGBTQ+ employees sends a clear message, whether you intend it or not. That’s why this Pride Month, doing nothing isn’t the safest path; it’s just the most unclear. The question isn’t whether to engage but how to do so meaningfully and responsibly.

Why Supporting Pride in 2025 Is More Critical Than Ever

LGBTQ+ employees are looking to their employers for visible, meaningful support this year, and for good reason. According to Seramount’s February 2025 Employee Voice Session, 93 percent of Chief Diversity Officers and DEI leaders said LGBTQ+ employees were the group most in need of safeguards and backing from private industry, more than any other demographic. That number is up from 84 percent just a few months earlier. In other words, concern is growing, not fading.

At the same time, many companies are quietly pulling back. In a recent Seramount survey, 31 percent of Chief Diversity Officers said public statements were the area most affected by the administration’s anti-DEI agenda. Some are even removing DEI language from websites, marketing, and other outward-facing materials.

This internal retreat is mirrored in the public sphere as well. After facing significant backlash in 2024, Target scaled down its Pride merchandise by 96 percent and limited it to select stores. Moves such as this show how quickly long-standing commitments can shrink under political and cultural pressure and how visibility is often the first thing to go.

In this climate, not showing up sends a message too. And it’s not just employees who are watching—consumers, partners, and shareholders are also holding companies accountable, as seen through the recent consumer boycotts, activist investor pressure, and employee-led protests.

Companies can’t claim to be inclusive if they act only when it’s easy. Pride 2025 may feel politically charged, but this is precisely when authenticity matters most. Pride campaigns have long contributed to stronger brand loyalty, employee trust, and public credibility. And while the current climate may be tense, it’s temporary. Values, however, are remembered. If companies disappear now, they risk being seen as performative or opportunistic when the pendulum inevitably swings back. The cost of standing still may ultimately be greater than the cost of standing up.

Three Approaches for Companies to Support Pride in 2025

1. Listen to Your Employees

Before deciding how your company should show up for Pride in 2025, take the time to understand what your LGBTQ+ employees actually need. It’s easy to make assumptions, but those assumptions may be way off base.

For example, employees might not be focused on external visibility. Instead, they may be more concerned with safety, belonging, or legal uncertainty, especially in states where LGBTQ+ protections are being rolled back. In these cases, the most meaningful support might be practical: clearer nondiscrimination policies, updated employee protections, enhanced mental health benefits, or stronger manager training.

The only way to know is to ask. Host confidential listening sessions. Partner with your Pride ERG, if you have one. Create anonymous channels to gather feedback. Make it clear you’re not checking a box, but shaping your approach based on what employees say will actually make them feel seen and supported this year.

2. Focus on Internal Activities

While many companies are scaling back their external Pride efforts, that doesn’t mean you should scale back internally. In fact, internal activities can carry even more weight when done thoughtfully. This is your chance to show meaningful support where it matters most: within your own walls.

So, if your approach to Pride looks different this year, explain why, and reaffirm your commitment to inclusion.

Once you’ve set the context, think about tone. Many employees are craving moments of joy and connection amid a tense climate. Pride can still be celebratory. Thoughtful, human-centered experiences send a powerful message: We care, we’re listening, and we’re here for you.

Then focus on action. You don’t need a large budget to make internal support visible and effective. Partner with your ERG or DEI team to deliver support in ways that feel relevant and authentic.

Some examples:

• “How to Show Up for Pride 2025” Guide: A resource for all employees offering different ways to express support based on comfort and role. Framing it around “How will you show up for your LGBTQ+ colleagues?” makes it about inclusion, not performance.

• Ally Activation Kits: One-pagers, checklists, or mini workshops that equip allies with tangible behaviors and talking points.
• Resources Roundup: Share updated links to internal and external mental health, legal, or safety resources.

But don’t stop at programming. Review your policies, especially around anti-harassment and nondiscrimination, to make sure they’re up to date, easy to access, and actively enforced.

Done right, internal support isn’t a fallback; it’s where real inclusion shows up.

3. Localize External Support

Many companies are scaling back their involvement in large-scale Pride events, such as WorldPride or San Francisco Pride, due to the fear of public backlash. These high-profile events attract significant attention, and companies are increasingly wary of the potential for negative reactions. Instead, some are opting to focus on more localized or community-centered Pride initiatives.

For instance, while Comcast withdrew sponsorship for WorldPride and San Francisco Pride, they have redirected their efforts to support smaller Pride events in Oakland, Silicon Valley, and Sacramento. This shift allows companies to engage with Pride on a more localized level, where the impact may feel more personal and relevant to their employees and communities.

If your company does decide to participate in external events, it’s essential to conduct a risk mitigation exercise. Consider the potential risks of participating in these events: What could go wrong if you do participate? What could happen if you don’t participate? Are you prepared for the consequences either way?

Ultimately, the key is aligning your decisions with your company’s mission and values. If your support for Pride is rooted in these principles, it will be easier to stand by your actions and respond to any backlash, no matter what form it takes.

The Bottom Line

Navigating Pride in 2025 is a balancing act. Companies must stay true to their values while managing the risks of public backlash, not just to avoid being targeted, but to meet the expectations of your employees, customers, partners, and communities. The goal is to find a middle ground, one that upholds your values without putting your company at unnecessary risk.

Seramount can help you navigate this balance. Our experts can guide you in staying true to your principles while managing potential risks. Contact us today to learn how you can show meaningful support for your employees—not just during Pride month, but all year round.

The post How Should Companies Approach Pride 2025? appeared first on Seramount.

With states like Florida passing increasingly restrictive laws, traveling to certain states has become daunting. To help calm this panic, James has written a blog post, “Three Ways the Travel and Tourism Industry Can Create a More Inclusive Experience.” It’s important for the LGBTQ+ community to stand together with allies to demonstrate the strength of the community.

Next, James introduced the keynote speaker, Hope Giselle, who spoke on “The Importance of Intersectionality in the Workplace and Society.” Intersectionality is the point where your life and someone else’s connect. She spoke about her personal experience as a Black trans woman who was discriminated against in the workplace because she didn’t wear makeup in the office one day. She was fired from this job shortly afterward because her coworkers felt uncomfortable. She took this experience and began her activist work in helping corporations be a safer place for LGBTQ+ employees. She closed out her talk by stating the importance of Employee Resource Groups (ERGs) in the workplace because they serve as a way for queer employees to connect with senior leaders and work together to make these spaces safe and respectable.

Pride ERGs in Action

The next two speakers, Richard Mihalic from Allstate Insurance and Katie Spitzel from Freddie Mac, spoke on the important work that their companies’ ERGs do for their LGBTQ+ employees. Richard talked about how Allstate has ten active Employee Impact Groups (EIGs) and two active Business Impact Groups (BIGs), one of which is the PRIDE EIG. The purpose of PRIDE is to create a safe and supportive community for LGBTQ+ employees to thrive personally and professionally. All ten of the EIGs align with Allstate’s strategic pillars of business practices, culture, people, and community. All EIGs have a board structure so that employee volunteers have real titles that reflect the time and talent they give to the EIG. PRIDE EIG programming has a strong strategy behind it that is split between education, storytelling, and community building. There are learning and development courses for all employee levels to engage with specific PRIDE educational sources. Storytelling allows for LGBTQ+ employees to have a safe space for employees to tell their real-life experiences of being queer in the workspace. Community building combines affinity and virtual efforts to keep people connected in a workforce that is almost completely virtual.

Katie then started her talk about Freddie Mac’s Pride Business Resource Group (BRG) and how their work has positively impacted Freddie Mac’s bottom line. The company noticed that the BRGs needed a proper organizational structure to get the work done. The BRGs are structured like Allstate with real titles and leadership so that the employee volunteers are effective with their time and talents. Four of the Pride Committee’s goals are:

1. Improve inclusive language on job applications.
2. Make LGBTQ+ status to qualify for DEI scorecard metrics.
3. Reinstate detailed LGBTQ+ data on DEI reports.
4. Aid with pronoun adoption company-wide.

These goals will help make Freddie Mac a more inclusive workplace and have already made an impact. Pronoun options have been added to Workday and in email signatures. Employee applications have become more inclusive by adding more gender options and developing self-ID options. The company has even partnered with companies such as The GenderCool Project and Seramount to help keep their DEI progress on an upward trend.

If you are interested in learning more about how ERGs can help support queer employees or want to become a Diversity Best Practices member to attend webinars like this one, contact us.

The post How to Support LGBTQ+ Employees in Uncertain Times appeared first on Seramount.

What motivated Lilly to hold an innovation lab focused on supporting the LGBTQ+ community? 

KCA- When thinking about DEI agendas and strategies, it is important to make life better for employees. Lilly understands the experiences that our underrepresented colleagues are having, which is why we implemented our innovation labs. We have been unpacking five employee journeys with the labs, focusing on women, LatinX, Black, AAPI, and LGBTQ+ communities. We want Lilly to be a better place to work for all individuals, so we surveyed hundreds of employees with the hopes of making a difference. Our innovation labs evoke change within leadership, HR, and talent management. Specifically, our Pride ERG was brought together to dive deeper into the insights collected from the surveys and create a structured approach to generate action. 

RP- To add, what we learn and how we turn those learnings into actions makes us better leaders and it causes all of us to be intentional daily. 

What could be the potential impact on a corporation if they are not encouraging LGBTQ+ advocacy? 

RP- We do these innovation labs to create environments for people to be themselves. People are less innovative when they are scared and afraid to express freely. Talent is also at a loss because with fear, talent cannot thrive. Because talent is at the core of what we do as companies, we cannot deliver if we aren’t doing better. 

KCA– Exactly! At Lilly, we are lucky to have a range of talent. The innovation that we focus on for our patients as well as the game changing medicines we produce makes it imperative for people to bring all of themselves into the workplace. We want to accept and welcome ALL to ensure everyone has a fair shot at contribution. We as a company cannot work well if there are barriers.  

Once the event was complete, what was the employee response in regard to the delivery, execution, and information that was discussed? 

KCA- There was such a wide range of people there! For executive leadership, their eyes were opened to some things that they didn’t realize was happening or that they needed to pay attention to. Society isn’t always welcoming and some of the experiences discussed were both painful and offensive. We overall learned how to be better allies and advocates. We came up with solutions and personally, I left with more compassion and knowing that this is a priority. 

RP– As a member of the LGBTQ+ community, I saw fifty plus people stop their day to make us feel like we mattered. They were actively listening and being more aware. Plus, it gave allies, advocates, and people who make up the wide array of representation in the community the “green light” to be curious and ask questions. For example, I am now doing reverse mentoring with a colleague who identifies as transgender, because I want to be a better advocate for them as an even more specialized group. Showcasing that the community is not a monolith will make us more intentional as leaders.  

What steps are being taken by Lilly to actively move from allyship to an inclusive advocate for the LGBTQ+ community? 

KCA– Our Pride ERG has strong sponsorship behind it, along with a robust global ally program. Currently, we a creating computer-based training on allyship to better define what good looks like. Once someone completes the training, they are asked, “what actions will you take now that you know,” in hopes of furthering the discussion outside of the learning environment. To start, we are making this a requirement for our executive leadership and then we will distribute those same guidelines to the entire management team. 

How has Lilly taken the information learned during the innovation lab and applied it the company culture and strategy? How is leadership measuring the success or impact of these changes? 

KCA- We have pulled from all the learning activities we conducted to bring action-based initiatives to the executive community, including the CEO. We are making changes in talent management and leadership expectations based on findings from the innovation labs to drive change. Change can make it safe to thrive and we want to encourage psychological safety through sponsorship programs, and there is interest from leadership. This will be actionable, and the swiftness is because we have strong executive sponsorship and advocacy. 

RP– Yes! It’s amazing to have someone in executive leadership who has your back and knowing that the support is there. The meeting for sponsorship programs will be happening in the near term and it is incredible to see the genuine support behind it. 

Interested in learning more about Diversity Best Practices and how we can help move your DEI efforts forward? Contact us.

The post How Lilly is Supporting LGBTQ+ Employees appeared first on Seramount.

GENERAL

Family Equality Council

Family Equality Council connects, supports, and represents the three million parents who are lesbian, gay, bisexual, transgender and queer in this country and their six million children. They work to ensure equality for LGBT families by building community, changing hearts and minds, and advancing social justice for all families.

The LGBT National Help Center

The GLBT National Help Center is a non-profit organization that is dedicated to meeting the needs of the gay, lesbian, bisexual and transgender community and those questioning their sexual orientation and gender identity. Their Gay & Lesbian National Hotline, which began in 1996 and utilizes a diverse group of LGBT volunteers, is a primary program of the GLBT National Help Center. They have 15,000 local resources for cities and towns across the country.

Human Rights Campaign (HRC)

The Human Rights Campaign, the largest national gay, lesbian, bisexual and transgender advocacy organization, envisions an America where GLBT people are ensured of their basic equal rights, and can be open, honest and safe at home, at work and in the community. HRC has close to 600,000 members—all committed to making this vision of equality a reality. Founded in 1980, HRC effectively lobbies in Congress, provides campaign support to fair-minded candidates, and works to educate the public on a wide array of topics affecting GLBT Americans, including relationship recognition, workplace, family, and health issues. The HRC Foundation engages in research and provides public education and programming.

Parents, Family & Friends of Lesbians and Gays (PFLAG)

Parents, Family & Friends of Lesbians and Gays is a national nonprofit grassroots organization which promotes the well-being of lesbian and gay people, their families, and friends through education and advocacy. Online information on Project Open Mind offers hate crime and teen suicide statistics. The site also offers a directory of chapters across the country. PFLAG is a particularly useful resource for parents of students who are coming out in college or for faculty and staff when one of their children comes out to them. There are more than 250,000 members and supporters in over 500 chapters throughout the United States.

LEGAL

Gay & Lesbian Advocates & Defenders (GLAD)

Founded in 1978, GLAD works nationally to create a just society free of discrimination based on sexual orientation, HIV status, and gender identity and expression.

Lambda Legal Defense and Education Fund

The Lambda Legal Defense and Education Fund is the largest legal organization in the United States. Since 1973, the staff has worked to secure civil rights for gays, lesbians and persons with HIV via education, public policy work and litigation.

National Lesbian and Gay Law Association (NLGLA)

The National LGBT Bar Association is a national association of lawyers, judges and other legal professionals, law students, activists and affiliated lesbian, gay, bisexual and transgender legal organizations. The LGBT Bar promotes justice in and through the legal profession for the LGBT community in all its diversity.

Transgender Law Center (TLC)

Transgender Law Center works to change law, policy, and attitudes so that all people can live safely, authentically, and free from discrimination regardless of their gender identity or expression. They envision a future where gender self-determination and authentic expression are seen as basic rights and matters of common human dignity.

interACT (formerly known as Advocates for Informed Choice (AIC))

Advocates for Informed Choice (AIC) uses innovative strategies to advocate for the legal and human rights of children born with intersex traits. Their work is grounded in a sense of respect and compassion for the children, parents, doctors, and intersex adults involved.

PROFESSIONAL

Gay, Lesbian & Straight Educators Network (GLSEN)

The Gay, Lesbian & Straight Educators Network is the largest national organization of parents, educators, students and other concerned citizens working to end homophobia in K-12 schools, and to ensure all students are valued and respected, regardless of sexual orientation. Their site details their conference calendar, provides a regional chapter locator, and offers a “tool-kit” or resources to use in schools.

Gay and Lesbian Medical Association (GLMA)

The Gay and Lesbian Medical Association works to ensure equality in healthcare for lesbian, gay, bisexual and transgender individuals and healthcare professionals. GLMA achieves its goals by using medical expertise in professional education, public policy work, patient education and referrals and the promotion of research.

National LGBT Chamber of Commerce (NGLCC)

The National Gay and Lesbian Chamber of Commerce is the business advocate and direct link between lesbian, gay, bisexual and transgender business owners, corporations, and government, representing the interests of more than 1.4 million LGBT business and entrepreneurs. The NGLCC is committed to forming a broad-based coalition of LGBT owned and friendly businesses, professionals, and major corporations for the purpose of promoting economic growth and the prosperity of our members.

National Organization of Gay and Lesbian Scientists and Technical Professionals, Inc. (NOGLSTP)

The National Organization of Gay and Lesbian Scientists and Technical Professionals is comprised of gay, lesbian, bisexual, transgender people and their allies employed or interested in scientific or high technology fields. NOGLSTP is an affiliate of the American Association for the Advancement of Science and a participating professional society in the MentorNet Affiliated Partners Plus program.

National Gay Pilots Association (NGPA)

The National Gay Pilots Association is a national organization of gay and lesbian pilots and other aviation enthusiasts from across the country. NGPA’s goals are to encourage members of the LGBT community to begin piloting careers and to foster equal treatment of LGBT aviators through advocacy and outreach.

The Association of LGBTQ Journalists (NLGJA)

Founded in 1990, NLGJA is an organization of journalists, media professionals, educators and students working from within the news industry to foster fair and accurate coverage of LGBT issues. NLGJA opposes all forms of workplace bias and provides professional development to its members.

Lambda Literary

Lambda Literary believes Lesbian, Gay, Bisexual, Transgender and Queer literature is fundamental to the preservation of our culture, and that LGBTQ lives are affirmed when their stories are written, published and read.

SPORTS

Athlete Ally

Athlete Ally believes that everyone should have equal access, opportunity, and experience in sports — regardless of your sexual orientation, gender identity or gender expression. Their mission is to end the rampant homophobia and transphobia in sport and to activate the athletic community to exercise their leadership to champion LGBTQI+ equality.

WORKPLACE

Pride at Work

Pride at Work is a nonprofit organization and an officially recognized constituency group of the American Federation of Labor & Congress of Industrial Organizations. The association organizes mutual support between the organized labor movement and the LGBT community for social and economic justice. In addition to national Pride at Work, more than 20 chapters organize at the state and local level around the country.

Out and Equal Workplace Advocates

Out & Equal Workplace Advocates champions safe and equitable workplaces for lesbian, gay, bisexual and transgender people. The organization advocates building and strengthening successful companies that value all employees, customers and communities.

The Transgender Training Institute (TTI)

TTI provides national training and consulting services that are informed/provided by transgender and non-binary people, for the benefit of transgender and non-binary communities. The organization works across the United States, providing services including: expert facilitation of transgender-related professional development trainings, training of trainers/facilitators (TOTs), ally skill building seminars and keynote speaking.

VETERAN

Modern Military Association of America (formerly known as OutServe-SLDN)

Formed through the merger of the American Military Partner Association and OutServe-SLDN, the Modern Military Association of America is the nation’s largest non-profit organization for the LGBTQ military and veteran community. They are committed to education, advocacy and support for LGBTQ service members, veterans, military spouses, family members and allies.

They currently have 75,000 plus members and supporters around the globe.

ELDERLY

Gay & Lesbian Association of Retiring Persons (GLARP)

The purpose Gay & Lesbian Association of Retiring Persons is to develop and operate retirement communities that are openly LGB-friendly and to promote, provide and support education on aging.

Services & Advocacy for Gay, Lesbian, Bisexual & Transgender Elders (SAGE)

The mission of SAGE is to lead in addressing issues related to lesbian, gay, bisexual and transgender (LGBT) aging. In partnership with its constituents and allies, SAGE works to achieve a high quality of life for LGBT older adults, supports and advocates for their rights, fosters a greater understanding of aging in all communities, and promotes positive images of LGBT life in later years.

The post LGBTQ+ Organizations You Need to Know appeared first on Seramount.

A key segment of the MCW-NC focused on authentic leadership. We define authentic leadership as “leadership that is transparent, morally grounded, and responsive to people’s needs and values.”1 MCW-NC expanded on this definition by adding, “Authentic leadership is a model of leadership reflecting someone with integrity and strong values, whose actions and behavior consistently represent those values. This consistency between “walk and talk” results in a leader who is considered to be “real”. Ultimately, authentic leadership impacts the employee experience in the following areas:

• Workplace relationships
• Performance
• Career advancement opportunities

A unique and branded component of the MCW-NC, is its Same Race conversations. The goal of these conversations is to discuss the experience of a particular phenom by women in the same group and then compare the insights gathered and experiences shared, to the insights and experiences in the other groups. For this MCW-NC, thought-leaders Dr. Vanessa Weaver, from Alignment Strategies and Janet Wigfield, VP of Multicultural Conference Team, designed this Same Race Session to contextualize how Cultural DNA is processed and demonstrated as attributes of authentic leadership. Over 400 MCW-NC participants were invited to take Peter Northouse’s self-scoring “Authentic Leadership Assessment”2. Northouse’s Authentic Leadership model was selected because its attributes could easily reflect nuances of a MCW’s Cultural DNA. The Authentic Leadership Model consisted of 4 attributes:

1. Self-awareness – “Know thyself”
2. Relational Transparency – “Be genuine”
3. Internalized moral perspective – “Do the right thing”
4. Balanced Processing – “Be fair minded”

The participants were divided into eight (8) Same Race/Shared Affinity groups [African-American/Blacks, Asian, Latina, White, Native American, Multiracial, Men and LGBTQ-Plus]. Each Same Race/Affinity group captured the frequency of their category responses, shared their scoring for each category and captured insights from their shared conversations for each Authentic Leadership attribute. This exercise provided some interesting insights:

1. Do the right thing was the highest rated trait across five of the eight groups.

This Indicates that decisions are driven by a strong ethical core and values. “I trust myself to make the right decision.”

2. Fair Mindedness was the lowest rated trait for seven out of eight groups

Value other’s perspectives, but decisions aren’t driven by those perspectives. “I do not have the luxury of taking a recommendation or advice. At the end of the day, I need to trust my gut and experience.”

3. Genuine showed up only as the only #1 trait for one group.

Suggesting that authenticity continues to be a challenge. “How much of who I am at home, the inputs to my experience, my background, my heritage, can I bring to work?”

Two dimensions, Self-Awareness –“Know thyself” and Relational Transparency – “Be Genuine” are more introspective, while “Do the Right Thing” and “Be Fair Minded” are action focused. Thus, it would be plausible to expect that Know Thyself and Being Genuine are two close attributes. Yet, “Know Thyself” and “Do the Right Thing” were either 1st or 2nd positions for almost 90% of the Same Race/Same Affinity groups
[see Exhibit 1].

Being Genuine, which is fundamental to Authenticity, placed 1st with only one group, and then was between 3rd & 4th for 50% of the Same Race/Affinity groups. This suggest that Same Race Groups are still weighing if and how to show up as Genuine leaders. This supports Deloitte’s Covering research, indicating that the majority of people feel they need to Cover their Authentic selves to be accepted in

Exhibit 1: Authentic Leadership Attributes by Same Race Group

If companies would proactively translate the Cultural DNA of MCW’s authentic leadership into behaviors, they could expand the lens in which they evaluate the strengths and contributions of MCW, while identifying Talent for senior leaders and C-Suite roles. This could reverse the current benchmark data that indicates that MCW are under-represented in the senior/executive leader pipeline.

It appears that the measuring stick for who is determined a viable candidate for senior manager levels and crucial assignments leading to C-suite opportunities, does not fully comprehend or factor how the Cultural DNA of MCW make them competitive leaders.

For example, the representation of MCW in the 2018 Best Companies for Multicultural women, exceeded the national average, 23% vs. 19%. Also, MCW at junior levels in the 2018 Best Companies (14%) exceeded the national average (11%). Yet, representation at senior levels fell off in the 2018 Best companies (9%) and nationally (5%). For the last two years, representation of MCW [18%) in the Top 20% earners is markedly below White women (30.5%). MCW (4%) aren’t receiving the same level of credible jobs that lead to C-Suite roles as White women (20%). As a consequence, White women (24%) are making more progress, than MCW reaching the CEO level (6.4%).

During the Cross-Race Session, small mixed groups of MCW and others, explored the impact of Authentic Leadership in eight different breakout sessions. During the “Men Engaging Women As Leaders” session, several Millennial women raised the question, when will our authentic behaviors actually be incorporated into leadership models and selection criteria for senior leaders. For example, one participant raised, “why can’t crying being included as an example of being able to emote openly with a colleague, or classified as an example of Relational Transparency/Being Genuine?.” Another asked, “why isn’t willingness to “speak truth to powerful people” not valued as a behavior for Being Fair-Minded vs. politically correct?” Another asked, why aren’t leaders being held accountable for cultural fluency and investing the time to Know Thyself and Know Others?

The point of the Millennial inquiry and push back was, if companies are seriously invested in Inclusion, development and advancement of MCW as a strategy for increased employee engagement and business success, they need to accelerate creating or expanding leadership models to reflect their culturally authentic leadership attributes, thus supporting cultures where people don’t have to wonder if being “genuine” can can cause your success to be derailed.

I said to myself and them, “Excellent Point!” I then reflected, what’s my personal action step, since all change starts with one person. I decided to use my voice in this article and posit the question, “Isn’t it time to expand the leadership paradigms?”

1 Leadership Theory and Practice. Peter Guy Northouse.

2 Leadership Theory and Practice. Peter Guy Northouse.

3 Deloitte reference Yoshino, K., Smith, C. (2015) “Rediscovering Inclusion” Deloitte

Dr. Vanessa J. Weaver, a Clinical Psychologist, is CEO of Alignment Strategies, a 28+ year firm www.alignmentstrategies.com focused on driving business results thru increased inclusion, diversity and engagement. Dr. Weaver is currently, President of DITV , a 24/7 D&I news portal, examining the impact of global D&I news events on workplace relationships.

The post Is It Time to Expand the Paradigm for Authentic Leadership? appeared first on Seramount.