The White Rose Equity in Leadership Programme is a pioneering cross-institutional initiative aimed at fostering diversity in higher education leadership. 

The programme adopts an equity-based approach to accelerate career progression for global majority talent, with the ultimate goal of diversifying leadership within higher education.

Hear from Dr Ashfaque Talpur, Research Fellow at the University of Sheffield, as he reflects on his journey on Cohort Two of the Equity in Leadership programme. 

“The White Rose Equity in Leadership programme completely reframed how I view my background, transforming cultural capital into a deliberate leadership skill through powerful peer coaching and structured reflection”

Applications for the programme are now open. Find out more and apply here.

In what ways has your personal background or identity shaped your approach to leadership and your understanding of equity?

My personal background and minoritised cultural identity deeply shape how I view leadership and equity. I see cultural backgrounds not as barriers, but as vital assets encompassing rich knowledge, skills, and perspectives that enhance learning, problem-solving, and innovation within an institution. 

This understanding drives me to ensure that everyone feels permitted, recognised, and safe to draw on their unique cultural capital without facing unequal structural or organisational risks.

What attracted you to the Equity in Leadership programme? 

I was highly attracted to the programme’s specific focus on enhancing cultural capability and workplace wellbeing. I hoped to gain practical frameworks for intentional leadership, discover how to better utilise my own cultural capital, and learn how to build a strong personal brand while effectively navigating institutional relationships and structural differences.

What aspects of the Equity in Leadership programme did you find the most beneficial?

I highly valued the TetraMap session, which gave me insights into communication styles and how to ensure my voice is heard.  Hearing from keynote speakers, such as Alumna Professor Munitta Muthana, provided powerful, real-world inspiration.  

Was there anything about the programme that surprised you or that you didn’t expect?

I was pleasantly surprised by the effective structure of the Action Learning Sets, particularly the core principle that the process is entirely about active listening and questioning, rather than offering unsolicited advice.

This shifted the dynamic into a deeply empowering tool for self-directed problem-solving. Additionally, the focus on cultural capital as a deliberate leadership skill, rather than an exercise in personal self-disclosure, was a refreshing and highly professional framework.

How has taking part in this programme complemented your role?

The programme directly complemented my academic role by providing a concrete framework for action planning over the next 6 months to 2 years. 

By reflecting on how my cultural capital influences decision-making, authority, and communication, I have become much more intentional in how I build trust and inclusion within my department. Furthermore, the communication insights from the TetraMap results have enhanced how I interact with colleagues and navigate workplace dynamics.

What message would you like to send to academics who are aspiring to leadership roles and considering taking part in this programme?

For any academic aspiring to a leadership role, this programme offers an invaluable, safe, yet challenging environment to experiment with new ideas alongside a supportive peer cohort. It teaches you that leadership is a continuous process of learning and reflection, and it provides the practical tools needed to build your personal brand and handle real-world leadership challenges with confidence.

Applications for the programme are now open. Find out more and apply here.