Marvin OnumonuA global study carried out by LGBT Great found that nine out of 10 employees saw better motivation, productivity, performance, and team collaboration when there was a strong culture of allyship at work.
The report, For All: The Power of Allyship and Belonging, found that 92% of employees experienced improvements in business outcomes, with half saying the improvements were significant.
75% of employees said visible allyship from senior leaders was important, but only 60% saw their leaders actively demonstrate this.
The gap between what employees expect and what leaders deliver stood at 15 percentage points.
Employees said leaders needed to listen to lived experiences, role model inclusive behaviour, and call out exclusion.
The study also found that 81% of employees linked allyship to a greater sense of belonging at work, 70% were ready to take allyship action, and 75% said they would increase their efforts if senior leaders did the same.
Empathy, knowledge, active listening and courage were named as the top qualities of a workplace ally.
The most important action was listening to lived experiences, followed by speaking up when it’s uncomfortable.
Matt Cameron, CEO at LGBT Great, said: “Our research shows that when harnessed effectively, allyship is a strategic business multiplier – enhancing morale, engagement, and performance.
“When leaders invest in allyship, they unlock the collective intelligence, creativity, and potential that power thriving organisations.
“At LGBT Great, we believe that allyship is active. It’s about using leadership influence, empathy, and intent to elevate others and cultivate cultures where everyone feels seen, heard, and valued. Because when your people prosper, everyone thrives.”
In response to the findings, LGBT Great launched an executive allyship framework to help leaders put the research into action through learning, communications and community programmes.
Mark McLane, director diversity inclusion and well-being at M&G plc, said: “Allyship is not symbolic, it is a responsibility to lead with empathy, act with compassion, and drive impact that uplifts every community.
“This groundbreaking work delivers timely insights and practical strategies to empower talent and leaders to be more effective, intentional, and impactful in building inclusion and belonging for all.”
Natalie Gill, board director of the Diversity Project, said: “Allyship is an action/behaviour we’ve been advocating for some time at the Diversity Project.
“And yet, we still get asked by leaders what they can do to that will have the most impact on fostering an inclusive workplace.
“This report not only evidences the powerful connection between allyship and belonging, it also sets out a clear framework for leaders to move beyond rhetoric, using allyship as a mechanism to improve psychological safety and unlock better business outcomes.”
