We often talk about humility as a strength in leadership — and it is.
But let’s be honest: not everyone can practice humility in the same way.
Here’s why 👇
Imagine you’re a leader from a marginalised background — perhaps the only woman, person of colour, or disabled person in the room.
Now imagine admitting a mistake.
Will your honesty be seen as humble… or as proof you’re not up to the job?
📉 Research shows that leaders from underrepresented groups often start from a place of assumed incompetence.
📉 Students underestimate the qualifications of women and minority professors.
📉 In hiring and promotion, the “think star, think men” bias is still deeply ingrained.
So when those same leaders display humility — owning errors, highlighting team contributions, or showing vulnerability — it can reinforce damaging stereotypes about lack of competence or authority.
Meanwhile, when dominant-group leaders do the same? They’re seen as authentic, trustworthy, human. 🙄
It’s a double standard — and it creates a high-stakes tightrope for marginalised leaders.
Here’s what this means in practice:
✅ Inclusive leadership isn’t just about behaviour — it’s about context.
✅ Marginalised leaders may need to assess the safety of a space before expressing humility.
✅ Ally leaders have a role to play in making humility safe for everyone — by normalising it themselves, and calling out bias when they see it.
This doesn’t mean marginalised leaders should never show humility. But it does mean that how and when they do it matters.
Sometimes, the bravest thing a leader can do is hold back — until trust, recognition, and safety are present.
So if you’re mentoring, coaching, or supporting underrepresented leaders, ask:
💬 What messages are they getting about how they need to show up?
💬 Are they punished for humility while others are praised for it?
💬 How can the culture be reshaped to reward honesty, vulnerability, and team-centred leadership — for everyone?
