Effective governance in the UK charity sector requires more than demographic diversity; it demands genuine empowerment and agency for trustees. Although gender balance has improved, the representation of ethnic minorities on boards remains disproportionately low—only 8% of trustees, despite these groups making up about 17% of the population in England and Wales. This ongoing disparity highlights the urgent need for boards to move beyond symbolic gestures and pursue meaningful cultural and systemic reforms.
Current recruitment practices, often relying on informal networks, tend to result in boards primarily composed of white professionals, reinforcing the exclusion of ethnic minorities, young people, and those from less privileged backgrounds. Genuine inclusion requires more than just increasing diversity numbers; it involves addressing deep-seated biases and transforming the culture within boardrooms.
Kanter’s tokenism theory (1977) highlights the specific pressures ethnic minority trustees experience as a small minority, such as oversight, marginalisation, and being confined to stereotypical diversity roles. These pressures can diminish confidence and restrict trustees’ effectiveness. Board chairs must ensure that all voices are not only heard but also actively influence decisions, integrating minority perspectives rather than just acknowledging them and dismissing them.
Frameworks like Social Identity Theory and Optimal Distinctiveness Theory help explain how ethnic minority trustees manage the balance between belonging (conforming to the dominant culture) and maintaining a distinct identity. When organisational climates support both individuality and unity, engagement and authenticity tend to increase. However, research indicates that many trustees feel compelled to hide aspects of their identity, which can harm psychological safety and impair overall board effectiveness.
Agency theory, often used in corporate contexts, provides additional understanding. Ethnic minority trustees need to balance their role as organisational agents with maintaining personal and community values. While they may have formal authority, true agency depends on access to key roles and the board’s openness to challenging traditional power dynamics. Opportunities for development, mentoring, and leadership are essential for gaining credibility and genuine influence.
Kimberlé Crenshaw’s concept of intersectionality highlights how ethnicity intersects with gender, class, and disability, forming complex layers of exclusion or privilege. Boards should move beyond focusing on individual diversity categories and instead gather confidential feedback to develop more personalised support strategies.
Micro-interactions are significant: minor disruptions, exclusion from informal events, or labelling trustees as “the diversity expert” might appear harmless but can cumulatively lead
to serious marginalisation. Boards should rotate leadership roles, maintain respectful meeting practices, and distribute responsibility for inclusion across all members, rather than relying solely on those from minority backgrounds.
Despite these challenges, trustees from ethnic minorities frequently find innovative ways to influence, such as forming alliances, tactfully raising tough issues, and spearheading reform efforts. However, relying solely on individuals is insufficient for systemic progress. Genuine change requires proactive leadership from board chairs and senior management, supported by well-defined policies, consistent audits, and open accountability.
To revitalise governance, charity boards need to confront tokenism, promote genuine representation, and ensure diverse voices are included in all decision-making processes. This approach will enable boards to truly reflect the communities they serve and effectively address today’s complex social issues with integrity and impact.
Darren Franklin BA (Hons) MBA, Doctoral Research Associate
