The persistent underrepresentation of Black women in senior leadership roles, despite global efforts to increase diversity, remains a pressing challenge in the United Kingdom. As a Black woman aspiring to leadership positions, I have witnessed firsthand the glaring absence of those who look like me in the upper echelons of organizations. This disparity has fuelled my determination to investigate the unique barriers hindering Black women's advancement and the strategies they employ to navigate the complex labyrinth of leadership.

The numbers are sobering. A 2020 report by Diversity Q revealed that only 3.8% of FTSE 100 board positions are held by women of colour, with many companies still lacking any ethnic minority representation at the board level [1]. The 2023 UK Spencer Stuart Board Index found that a mere 8% of FTSE 150 board members are minority ethnic women, highlighting the persistent intersectional challenges they face [2].

Intersectionality, a term coined by legal scholar Kimberlé Crenshaw, provides a powerful framework for understanding the unique challenges faced by Black women in the workplace [3]. The intersection of race and gender creates a distinct set of stereotypes, microaggressions, and discriminatory practices that cannot be fully captured by examining either factor in isolation. Black women often find themselves navigating a double bind, facing both racial and gender biases that undermine their authority, question their competence, and limit their access to opportunities [4].

The metaphor of the "concrete ceiling" aptly describes the seemingly impenetrable barriers that Black women encounter in their leadership journeys [5]. Unlike the glass ceiling, which implies a transparent barrier, the concrete ceiling symbolizes the compounded effects of racism and sexism that render advancement an even more formidable challenge. Black women are often held to higher standards, given less margin for error, and denied the sponsorship and mentorship crucial for career progression [6].

Moreover, the lack of Black women in leadership positions perpetuates a vicious cycle of underrepresentation. Without visible role models and mentors who share their lived experiences, many Black women struggle to envision themselves achieving success in these roles [7]. This absence of representation can lead to feelings of isolation, self-doubt, and the internalization of limiting beliefs, further hindering their career progression.

Addressing these inequities requires a multifaceted approach that goes beyond tokenistic diversity initiatives. Organizations must commit to creating genuinely inclusive workplace cultures that value and nurture diverse talent. This includes implementing robust anti-discrimination policies, providing targeted mentorship and sponsorship programs, and actively challenging the biases and stereotypes that hold Black women back [8]. Leadership must be held accountable for driving change and dismantling the barriers that have long hindered the advancement of Black women.

Furthermore, it is essential to adopt an intersectional approach to diversity and inclusion efforts. Many Women on Boards members who are women from ethnic minority backgrounds fit into the categories for both the government-backed FTSE Women Leaders Review and the Parker Review (on ethnicity) [9]. For these women, an intersectional approach to diversity is not a theoretical concept but a lived reality. Organizations that embrace an intersectional lens are better equipped to support and empower Black women in their leadership journeys.

The underrepresentation of Black women in UK boardrooms is not only a matter of fairness and representation but also a strategic imperative. Numerous studies have demonstrated the business case for diversity, linking diverse leadership teams with increased innovation, better decision-making, and improved financial performance [10]. By excluding Black women from the highest levels of leadership, organizations are not only perpetuating inequity but also depriving themselves of a wealth of talent, perspectives, and insights.

My research aims to contribute to this critical conversation by centering the lived experiences of Black women leaders in the UK. By examining the intersections of race, gender, class, and other identity markers, I hope to provide a nuanced understanding of the challenges they face and the strategies they employ to thrive. This work is not only academically relevant but also has the potential to inform practical interventions, from mentorship programs to diversity and inclusion initiatives.

Ultimately, the goal is not simply to document the barriers but to dismantle them. By amplifying the voices of Black women leaders, we can collectively work towards creating more equitable and inclusive workplaces where talent and potential are recognized and nurtured, regardless of race or gender. It is time for organizations to move beyond lip service and take concrete actions to address the systemic inequities that have long held Black women back.

As I embark on this research journey, I am driven by the hope that my findings will contribute to a broader movement towards justice and representation. Every Black woman's story of resilience, perseverance, and leadership in the face of adversity is a testament to their strength and a call to action for allies and organizations to do better. Together, we can shatter the concrete ceiling and create a future where Black women's voices are not only heard but celebrated in the halls of power.

References:

1. Diversity Q. (2020). The DiversityQ FTSE 100 Board Diversity Report 2020. https://diversityq.com/dq-boardroom-report/
2. Spencer Stuart. (2023). 2023 UK Spencer Stuart Board Index. https://www.spencerstuart.com/research-and-insight/uk-board-index
3. Crenshaw, K. (1989). Demarginalizing the intersection of race and sex: A black feminist critique of antidiscrimination doctrine, feminist theory and antiracist politics. University of Chicago Legal Forum, 1989(1), 139-167.
4. Rosette, A. S., Koval, C. Z., Ma, A., & Livingston, R. (2016). Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties. The Leadership Quarterly, 27(3), 429-445.
5. (1999). Women of colour in corporate management: Opportunities and barriers. Catalyst.
6. Beckwith, A. L., Carter, D. R., & Peters, T. (2016). The underrepresentation of African American women in executive leadership: What's getting in the way. Journal of Business Studies Quarterly, 7(4), 115-134.
7. Carter, T. A., & Spence, C. (2020). Diversity and inclusion in the accounting profession: Practices, barriers, and opportunities. The CPA Journal, 90(1), 44-49.
8. Duff, A. (2011). Big four accounting firms' annual reviews: A photo analysis of gender and race portrayals. Critical Perspectives on Accounting, 22(1), 20-38.
9. WOB UK Ltd. (2021). 40:40:20 Gender Balance. https://wbdirectors.co.uk/women-on-boards-404020/
10. Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through diversity. McKinsey & Company. https://www.mckinsey.com/business-functions/organization/our-insights/delivering-through-diversity

Tanya Mpofu
Lecturer in Accounting and Finance
University of Wolverhampton