First generation migrants in the UK already play a vital role in delivering frontline services such as health and social care. However, they are under-represented in senior positions within public institutions.

Having more migrants in public sector leadership roles can help ensure that public policies and services better reflect the needs of the UK's diverse communities. Promoting more migrant leaders can create fairer systems and inspire others from migrant background to work in public service too.

What is a public sector leadership role?

Leadership in the public sector spans a wide range of roles across government, healthcare, education, and civil service. Examples include:

• Senior managers (e.g. NHS trust directors, council executives)
• Headteachers, governors, and education leaders
• Public health directors
• Elected officials (e.g. councillors, MPs)
• Departmental heads and senior civil servants

Barriers to entering leadership roles

Migrants often face a range of systemic, structural, and individual barriers when seeking to enter leadership roles in the UK public sector. These barriers can affect every stage of the journey—from entering the workforce to advancing into senior positions. Some of the key challenges include:

• Non-recognition of qualifications and experience: Foreign qualifications may not be fully recognised by UK employers, especially in regulated professions. Migrants’ prior work experience abroad is sometimes undervalued or overlooked. Requirement for UK-specific credentials or certifications, such as Qualified Teacher Status (QTS) or NHS registrations, can create additional hurdles.

• Lack of access to networks and mentoring: Many leadership opportunities are informally accessed through professional networks. Migrants may lack access to mentors, role models or sponsors in leadership who understand their journey. Limited social capital and unfamiliarity with UK workplace culture can prevent advancement.

• Structural discrimination and bias: Migrants may experience racial, ethnic, or cultural bias in recruitment and promotion processes. Accent discrimination and unconscious bias can influence perceptions of competence or leadership potential. A lack of visible diversity in senior roles can reinforce exclusion and diminish aspirations.

• Limited career development opportunities: Migrants may be overrepresented in frontline or entry-level roles, with fewer opportunities for progression. Lack of targeted leadership training, especially adapted to migrants’ needs and lived experiences. Employers may not provide clear pathways to leadership for staff from migrant or minority backgrounds.

• Psychological and cultural barriers: Experiences of discrimination or trauma (e.g. as refugees) can affect self-esteem and confidence. Cultural differences in leadership styles may be misunderstood or undervalued in UK institutions. Some migrants may internalise feelings of exclusion or imposter syndrome, limiting their ambition to lead.

← 

→