There’s something deeply personal about the kind of research that chooses you before you choose it. As I begin my Doctorate in Business Administration, I’ve committed to a topic that lies at the heart of both my professional experience and my personal truth: the systemic barriers—and possible enablers—faced by minority ethnic women aspiring to executive leadership roles in the NHS.
Why This Research Matters
I have spent over two decades in leadership, coaching, and organisational strategy and now serve as Chief People & Culture Officer at a large NHS mental health trust. Accolades such as the 2024 Black Talent Awards Senior Leader of the Year recognise that journey—but behind every honour is a quieter story of resilience, careful navigation, and unspoken questions:
- Why do so many talented minority ethnic women fall off the leadership pipeline?
- What is it about our systems that fails to carry them through to the boardroom?
This isn’t just research; it’s a reckoning.
The Story Behind the Study
My father, a Black man who came to the UK in the 1960s to study, ultimately returned to Nigeria to find the opportunities he was denied here. Decades later, I entered the UK workforce—highly qualified yet only shortlisted once I applied through blind recruitment. Even now, in executive spaces, I still hear questions about whether I’m a “diversity hire.”
These experiences aren’t isolated—they’re systemic. That is precisely why this study matters.
What Works?
Alongside barriers, I will examine the enablers:
- Leadership programmes and whether they genuinely accelerate progression.
- Strong sponsorship or mentorship networks that open doors.
- Career trajectories—how many women rose within the NHS versus joining from other sectors, as I did.
Key Research Questions
- Systemic and Organisational Barriers
- What structures, cultures, or practices restrict leadership progression?
- Effectiveness of Development Programmes
- Do current NHS leadership initiatives genuinely support minority ethnic women?
- Lessons from Success Stories
- How did those few women who reached the boardroom overcome obstacles, and how can their pathways be replicated?
Why Now?
Although over 26 % of the NHS workforce is from Black and minority ethnic backgrounds, fewer than 10 % of executive board members share that identity—and an even smaller fraction are women. The higher you climb, the whiter and more male the leadership becomes.
This is not only a representation gap but a leadership crisis: when leadership fails to mirror its workforce and the communities it serves, everyone loses.
What’s Next
This post marks the first in a series of reflections as the research unfolds. My goals are to spark curiosity, invite dialogue, and, yes, cause a bit of discomfort—because meaningful change rarely begins in comfort.
