Not making the most of the skills and abilities of ethnic minority women means missing out on a huge pool of specialist talent. Zohra Moosa, Snr Policy Officer, Fawcett Sociey

New research published today by the Fawcett Society and the Government Equalities Office reveals that ethnic minority women leaders need to overcome significant institutional obstacles to achieve success which includes tokenism and being forced into certain roles because of their ethnicity.

The Routes to Power research study interviewed 23 of the most high profile ethnic minority women in politics and the public, private and voluntary sectors in the UK, including politicians, CEOs and Directors. It found that the gap between policy and practice is so wide that two new forms of
organisational discrimination are developing.

In terms of tokenism, the study found that organisations are placing ethnic minority women in senior roles to improve their organisations' equality credentials. As a result, senior ethnic minority women are facing widespread assumptions that they are not in their roles because of their own merit or abilities.

In terms of typecasting, ethnic minority women are being streamed into equality and diversity roles even where their training and professional skills lie elsewhere. This represents a huge mismanagement of resources in the labour market. Tokenism and typecasting is seen as more prevalent and pronounced in the political and public sectors. The private and voluntary sectors were seen to be more progressive by the women in the study.

The study also revealed that Ethnic minority women are struggling to juggle their family and working
roles. Colleagues' personal prejudices and internal working cultures are limiting their options for balancing these roles. The opinions of partners and families also influence what choices women feel able to take. Family responsibilities are thus deeply effecting ethnic minority women's recruitment, career progression and quality of working life.

Ethnic minority women bring distinct experiences, skills and competencies to organisations that are otherwise dominated by white, middle class men. Firstly they have direct knowledge about the norms, cultures and perspectives of their communities. Secondly, they are able to bridge different working cultures and work successfully in very diverse environments.

Black women leaders also bring a different approach to managing people that stems from a strong association with values (equality, social justice, human rights and empowerment), which affects how they understand 'power' - they aim to lead through inclusion, collaboration and facilitation.

Commenting on the findings, Zohra Moosa, Senior Policy Officer Race & Gender, Fawcett Society said: "The time for business as usual is well past. Leading organisations will only be able to stay ahead if their working cultures catch up to the realities of today's workforce - including being tough on prejudice and discrimination. Not making the most of the skills and abilities of ethnic minority women means missing out on a huge pool of specialist talent.”