The Leadership Gap Nobody Wants to Talk About (But Should)
Let’s start with the good news about global majority leaders.
British business is slowly, but surely, becoming more diverse at the top. The latest Parker Review shows that 96 out of FTSE 100 companies now have at least one director from an ethnically diverse background. Public sector organisations are increasingly embedding inclusive hiring practices. And more companies are publishing ethnicity pay gap data, signalling a shift toward transparency.
But let’s not get carried away.
Representation at senior levels still lags behind the UK’s evolving workforce. Ethnic diversity in leadership remains concentrated in non-executive roles, and progression pathways for global majority leaders are often unclear, unsupported, or blocked by invisible barriers.
The disconnect is real:
- 14% of the UK population identifies as Global Majority (ONS), yet leadership teams rarely reflect this.
- In some sectors, occupational segregation means Global Majority professionals are overrepresented in entry-level roles and underrepresented in decision-making positions.
Progress is happening, but it’s uneven. And fragile.
What ‘Global Majority’ Really Means (And Why It Matters)
The term Global Majority refers to individuals who identify as Black, Asian, Mixed/Multiple, Arab and other non-White ethnic groups. Globally, they make up over 80% of the population – a powerful reminder that diversity is not a deviation from the norm, but the norm itself.
In the UK, using “Global Majority” reframes the conversation. It moves us away from deficit-based language like “minority” and toward a more empowering, inclusive lens. It also helps organisations think globally while acting locally, recognising the richness of lived experience, cultural insight, and leadership potential within their own teams.
This shift in language matters. Because when we change how we talk about leadership, we change who gets to lead, and how we support global majority leaders in their journey.
The Business Case (That’s Finally Being Heard)
The argument for diverse leadership isn’t new, but it’s finally gaining traction.
- McKinsey’s 2023 Diversity Wins report shows that companies with ethnically diverse executive teams are 36% more likely to outperform their peers in profitability.
- EY and CIPD highlight the link between inclusive leadership and improved employee engagement, innovation, and risk management.
- Diverse teams bring cultural intelligence, market insight, and resilience – especially in times of change.
And it’s not just about internal performance.
Customers, investors, and regulators are watching. Businesses that fail to reflect the communities they serve risk losing trust, talent, and competitive edge.
Which makes supporting global majority leaders a strategic imperative.
Barriers to Entry – Still Real, Still Holding People Back
Despite the progress, Global Majority leaders still face persistent challenges:
- Pipeline & occupational segregation: Talent is hired, but not always nurtured for leadership.
- Bias & microaggressions: Subtle exclusions and coded feedback erode confidence and opportunity.
- Sponsorship gaps: Mentorship is helpful, but sponsorship is powerful. And often missing.
- Hybrid work penalties: Visibility matters, and remote workers from underrepresented groups can be overlooked.
- Data gaps: Without robust measurement, progress is hard to prove, and harder to sustain.
Too many companies still rely on performative EDI (or DEI) efforts, such as one-off workshops, unconscious bias training, or glossy reports with little follow-through. What’s needed is systemic change, and that starts with leadership development designed to promote global majority leaders.
The Apprenticeship Advantage: Building Global Majority Leaders Through Action
This is where Instep UK’s Global Majority Level 3 and Level 5 apprenticeships come in.
These programmes aren’t just about skills, they’re about systems. They’re designed to accelerate the progression of Global Majority leaders by combining:
- Culturally fluent, evidence-based design
Grounded in lived experience and informed by data from ONS, CIPD, McKinsey, and the Parker Review. - Dual focus: individual growth + organisational change
Participants build leadership capability while sponsors and HR teams tackle structural barriers. - Structured sponsorship and network building
Real relationships that open doors, advocate for promotions, and build visibility. - Intersectional and inclusive learning
Tailored to reflect the complexity of identity — race, gender, class, disability — not one-size-fits-all. - Hybrid-ready and scalable delivery
Designed for digital workspaces, with stretch opportunities and coaching embedded. - Measured impact and accountability
KPIs tracked include promotion rates, retention, pay gap reduction, and sponsor actions — with quarterly dashboards and annual reviews.
As well as being educational programmes, these courses serve as commitments – to equity, excellence, and long-term change. And they’re built to support the rise of global majority leaders across every sector.
The Future’s Diverse… Is Your Leadership?
British business is moving in the right direction.
Representation is improving. Conversations are shifting. And the appetite for inclusive leadership is growing.
But progress needs momentum. And momentum needs action.
Instep UK’s Global Majority apprenticeships offer a practical, measurable way for businesses to champion inclusive leadership – not just in words, but in outcomes. They empower individuals, transform systems, and deliver results.
So if you’re an employer, ask yourself:
Are you investing in the future of leadership, or just waiting for it to arrive?
And if you’re a Global Majority leader…
Your leadership matters. Your voice matters. Your time is now.
Get in touch to learn more.
