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 Jasjit Singh, Associate Pro Vice Chancellor International (Faculty of Arts) and Professor of Religion and Global Engagement at the University of Leeds, as he reflects on his journey on Cohort Two of the Equity in Leadership programme.

“Equity in leadership begins when we move from speaking for people to working alongside them.”

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?

As a British Sikh academic whose research has focused on religious minorities, representation and community engagement, I have become very aware of the different barriers people encounter when navigating institutions. My own experiences have reinforced the importance of listening carefully to diverse perspectives and recognising that talent and potential are not always equally visible or equally supported.

Throughout my career, I have worked closely with communities that are often described as “hard to reach”, though I prefer the term “hardly reached”. That experience has shaped my understanding of equity as being less about treating everyone the same and more about ensuring that people have genuine opportunities to participate, contribute and thrive. As a leader, I try to create environments where colleagues and students feel valued, heard and empowered to bring their authentic selves to their work.

What attracted you to the Equity in Leadership programme? 

I was attracted to the programme because it explicitly recognised the relationship between leadership, equity and institutional change. As someone who had recently taken on more senior leadership responsibilities, I wanted the opportunity to reflect critically on my own leadership approach and learn from colleagues across the White Rose universities.

I hoped to gain practical tools, wider perspectives and a stronger understanding of how leaders can create more inclusive cultures. I was also keen to develop a network of peers who were facing similar opportunities and challenges in higher education.

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

One of the most valuable aspects of the programme was the opportunity for honest reflection and discussion with colleagues from different institutions and disciplines. Leadership can sometimes feel isolating, so having a supportive space to explore experiences, challenges and aspirations was incredibly helpful.

I also found the focus on self-awareness particularly valuable. The programme encouraged participants to think carefully about their own assumptions, leadership styles and sources of influence. This helped me become more intentional about how I lead and how I support others.
Equally important was the emphasis on collaboration. Many of the most significant challenges facing universities cannot be solved by individuals working alone, and the programme reinforced the importance of building partnerships and empowering others.

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

What surprised me most was the extent to which participants shared similar experiences despite coming from very different professional and personal backgrounds. The discussions highlighted that many leadership challenges are collective rather than individual.

I was also struck by how much leadership is connected to listening. We often think of leadership in terms of decision-making and direction-setting, but the programme reinforced that effective leadership frequently begins with creating space for others, understanding different perspectives and building trust.

How has taking part in this programme complemented your role?

The programme has helped me approach leadership with greater confidence and intentionality. It provided a valuable opportunity to step back from day-to-day responsibilities and think strategically about the kind of leader I want to be.

In my role, I work across a diverse range of disciplines, colleagues, students and external partners. The programme reinforced the importance of collaborative leadership and has strengthened my commitment to creating opportunities for others, supporting inclusive decision-making and ensuring that different voices are represented in conversations about the future of our institutions.

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

Leadership is not about having all the answers. It is about learning, listening and creating the conditions in which everyone can succeed.

I would encourage anyone considering the programme to take part. It offers a rare opportunity to reflect on your own leadership journey, learn from others and build relationships across institutions. Whether or not you currently hold a formal leadership role, the programme helps you think more deeply about the impact you can have and the kind of leader you aspire to become.

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