Toward an affirmative lesbian, gay, bisexual, and transgender leadership paradigm.

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. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reflections of a consulting counseling psychologist: Implications of the principles for education and training at the doctoral and postdoctoral level in consulting psychology for the practice of counseling psychology.

Examines issues related to the "Principles for Education and Training at the Doctoral and Postdoctoral Level in Consulting Psychology/Organizational" (R. L. Lowman et al, Education & Training Committee, see record 2003-04049-003), viewed from the perspective of a counseling psychologist whose primary work role is organizational consultation. The author traces the foundations of counseling psychology as they relate to organizational consulting practice. Comparisons are drawn between unifying themes and roles of counseling psychologists and consulting psychology domains and competencies. Each competency domain is examined with respect to its relative uniqueness or similarity of coverage in counseling psychology training and practice. Issues are raised about the relationship of individual counseling and individual consulting psychology. Suggestions are made about increased inclusion in training of vocational psychology theory, multicultural issues, supervised practicum experience, and role boundary work with respect to consultation and psychotherapy. The Principles are viewed as a resource to counseling psychologists, particularly in defining competencies and training needs related to enhancement of intergroup relations and organizational-wide structural interventions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An investigation of the effects of client sex and presenting problem in referral from intake.

Examined the extent to which client sex and presenting problem were related to the sex of the counselor to whom the client was referred for individual counseling. Data were collected from the files of 142 counseling center clients seen initially by an intake counselor and then referred for individual counseling; the 25 intake counselors, 14 male and 11 female, were the center's professional staff and maintained regular client loads as well as sharing intake responsibilities with other staff members. Results indicate a predominance of same-sex referrals regardless of client sex, sex of the intake counselor, or the client's presenting problem. While intake counselors were more likely to keep clients of their own sex for continued individual counseling, the tendency to make same-sex referrals was most evident when clients were referred to other counselors. The results suggest that sex is a salient factor in the assignment of clients to counselors and that further study of the conditions under which same-sex vs opposite-sex counselor–client pairings lead to differentially effective counseling outcomes is needed. (9 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Factors related to client return rate following intake.

Examined the relationship of client sex, intake counselor sex and experience level, and the sex of the counselor to whom the client was referred to the percentages of clients returning for counseling following an intake interview. In addition, the effect on return rate of referral to another counselor vs continuation with the counselor seen at intake was examined. Results from 67 male and 74 female counseling center clients and 25 regular counseling staff indicate that clients of both sexes were significantly less likely to return when initially interviewed by male rather than female intake counselors. Further, clients referred by male intake counselors to other male counselors were significantly less likely to return than were clients seen by and/or referred to female counselors. (12 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Acceptance of uncertainty as an indicator of effective leadership.

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. (PsycINFO Database Record (c) 2010 APA, all rights reserved)