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The G Quotient: Why Gay Executives are Excelling as Leaders... And What Every Manager Needs to Know (J-B US non-Franchise Leadership)
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Sales rank 620,703
Customers rating (based on 16 reviews)
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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.
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| Publisher | Jossey-Bass | | Release date | 06/2006 | | Availability | Usually ships in 24 hours | | Edition | Hardcover |
| | List price | $24.95 | | Our price | $24.95 | | Used price | from $0.53 |
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 Dumbledore and the G Quotient
Great book for HR managers, team leaders.
Related to the book, here is a lighthearted article about Dumbledore and the G Quotient:
http://www.nglcc.org/BIZ/lifeandtravel/dumbledore
Right on, kinda
The text is right-on when it talks about high-ranking or high-profile entrepreneurs, but it fails to touch the "working man." Overall, well written. Puts power (and statistics) behind what many of us have believed for a lifetime.
 Insightful and Useful
This book is a must for ANY executive (gay or straight) to help them understand how their differences can lead to greater leadership ability. The days of the white, straight, male dominance of management are over as people from varied background (racial, gender, sexual orientation) take over the leadership reigns.
After reading the book and applying the seven leadership principles that Synder talks about, I feel even more confident in my own abilities and unique talents.
Game-Changing
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.
Good Business Practices
In his new book, The G Quotient, USC professor Kirk Snyder makes a convincing argument that "because gay executives understand what it's like to have their own value as human beings questioned, they are particularly attuned to the needs of today's empowered employees for respect and value."
G Quotient leadership is not limited to gay men, though it arose from their behavior. It is "based on three fundamental (learned) skills that gay men have developed: adaptability, intuitive communication, and creative problem solving." Because gay men identify themselves as "different" early in their lives, he argues, they develop the ability to adapt their verbal and non-verbal communication in order to fit in with those around them. They also learn to sift through a lot of information in order to predict the responses of those around them--for example, "Does that tough guy over there want to make out with me or beat me up?"
Snyder uses an interesting metaphor to compare the careers of gay and straight people--the moving sidewalk at an airport. Those on the sidewalk--in this case, the straight people--are able to relax while moving forward, focusing on conversations, cell phones, and so on--not really paying attention to where they're going or how they're going to get there. A straight person is brought up with the idea that life will move forward like that moving sidewalk--education, marriage, family--without having to determine the direction.
Gay people, on the other hand, he puts in the pedestrian area next to the moving sidewalk. We must focus on where we're going and how we're going to get there, avoiding obstacles and making decisions. This lifelong experience gives us skills in creative problem-solving.
Snyder indicates seven principles that form the basis for The G Quotient, the ability of the gay managers he studied to motivate their employees to success. Each is clearly defined, with real world examples at companies such as Mitchell Gold + Bob Williams, Disney, PepsiCo, and Morgan Stanley, as well as in government and education. Though the book is a little dry and academic, it's a valuable resource for anyone interested in good business practices.
Neil Plakcy, author of Mahu Surfer: A Hawaiian Mystery (An Alyson Mystery)
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