For six weeks in the UK, the three most senior political figures in the country hailed from minority backgrounds.
Prime minister Rishi Sunak, Scotland’s first minister Humza Yousaf and Wales’ first minister Vaughan Gething – of Indian, Pakistani and Zambian heritage, respectively – held the reins of power. Their faiths were just as diverse: Hindu, Muslim and Christian.
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This significant shift in the UK’s leadership landscape was notable not just for its diversity but for the lack of surprise it generated. It provided a clear sign of a positive change in attitudes. Yet, just under seven weeks later, one of the three leaders had resigned. Ten weeks after that, none were left standing. There has been little reflection about potential biases and what this can tell us about leadership, in both politics and business.
Yousaf stepped down on 7 May. Though he may have survived an impending vote of no confidence, he recognised the need for fresh leadership to repair fractured relationships. Shortly after, on 5 July, Sunak announced his resignation. Gething’s downfall was exacerbated by a leadership donation scandal and an internal cabinet leak. His resignation followed on 16 July.
These leaders undoubtedly played a role in their own undoing. But there’s a more nuanced question worth asking: How would their falls from grace have been interpreted if they were white men?
Research offers a thought-provoking lens through which to examine this question. One study asked lawyers to evaluate reports that were identical except some were attributed to people with traditionally ‘white-sounding’ names. Others were linked to individuals with names commonly associated with minority groups.
The results? Reports by individuals with minority names had more of the mistakes picked up and were critiqued more harshly. Some will say that this shows bias against the minority group. But does it? There is bias here but it is not against minorities because they had made errors. Instead, the issue is of leniency being shown to the white group.
The point is not that the UK’s minority political leaders were unfairly ousted. Rather, it’s that leniency in leadership is often disproportionately granted to white leaders, particularly white men.
Leadership still tends to fit into a narrow prototype: white, male, straight and able-bodied. This prototype isn’t just a mental image, it carries implicit assumptions of competence. Leaders who fit this mould are often given the benefit of the doubt if things go wrong.
Mistakes made by these individuals are seen as circumstantial and blamed on external factors, bad luck or unforeseen challenges. Leaders who don’t fit this prototype are often perceived as lucky to be in their position in the first place. When they falter, their mistakes are seen as reflective of their abilities, reinforcing doubts about their suitability for leadership roles.
In the case of Sunak, Yousaf and Gething, it’s important to note that their downfalls were a result of political and personal decisions. But would they have been given more latitude to learn and develop if they fitted the traditional image of a leader?
This dynamic isn’t unique to politics. In corporate settings, these unconscious biases play out in how leaders are evaluated. Bias isn’t just against underrepresented leaders, it’s also in favour of those who fit the leadership prototype. This means white, male leaders may be more likely to be given the opportunity to recover from mistakes, while minority, female and LGBTQ+ leaders may face harsher judgments, even when their errors are of similar magnitude.
Ultimately, the story of the UK’s brief period of minority leadership isn’t just about representation, it’s a reminder of the complexities that come with challenging long-standing perceptions of who is ‘fit’ to lead. The true measure of diversity is not only in who rises to the top but in how they are supported and evaluated once they get there.
Kemi Badenoch, the Conservative Party leader, made history by becoming the UK’s first black leader of a major political party. Even before she was in the role, she faced allegations of bullying, which could be another example of the scrutiny often placed on minority leaders. Only by rethinking these biases can we create truly inclusive environments where all leaders are given the opportunity to succeed, and fail, on equal footing.
Binna Kandola is co-founder of the business psychology firm Pearn Kandola
This article was published in the November/December 2024 edition of HR magazine.
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