Charity leaders are being forced to leave their organisations and the sector in order to progress in their careers, a new study has shown.

Research from New Hult International Business School revealed a number of barriers within leadership growth in the charity sector.

The study of senior charity leaders found a lack of structured career pathways is forcing talented sector leaders to leave in order to progress further.

It also highlighted a number of other issues, such as the 'exclusivity of power structures', whereby leadership roles are often dominated by older white men.

New Hult's research found 'strengthening mentorship programs and shifting towards more inclusive, servant leadership models' is crucial for retaining talent.

"The sector’s leadership remains largely homogeneous, limiting its ability to effectively represent and serve diverse communities. There is an urgent need for leaders from a wider range of backgrounds and experiences," the study added.

Competition with the private sector has also increased, the research shows, due to higher salaries and more professional development opportunities.

It found tech/digital roles are among the most competitive, as private sector companies are able to attract top talent by offering more substantial packages.

However, adopting insights from the commercial sector, particularly with regards to professional development and growth, could help strengthen the UK charity sector's impact, the research added.

The study does highlight some successes within the sector, however, such as commitment among charity leaders towards purpose-led leadership, which sustains them through difficult times.

Many charities are also successful in prioritising community voices and fostering more collaborative leadership models.

Meanwhile, large charities have also adopted more structured and strategic management approaches, increasing their overall impact over the past two decades.

"Strong leadership is essential for any organisation’s success, but the UK charity sector faces unique challenges that require attention," Dr. Guy Lubitsh, who carried out the research alongside colleagues Dr. Carina Paine Schofield and Dr. Sibley Slinkard, said.

"With a workforce that blends paid professionals and volunteers, ongoing financial pressures, and a shifting funding landscape post-pandemic, it is more important than ever to foster an inclusive and sustainable leadership pipeline," he added.

“Our research highlights notable advancements in charity leadership, while also uncovering ongoing barriers that must be tackled. It offers recommendations, including the importance of cross-sector learning and open dialogue to enhance leadership practices.

"By drawing on insights from diverse contexts and professions, the sector can continue to evolve. We hope these findings will spark action across the sector, helping to create clearer career pathways, encourage diverse leadership, and ensure the sector continues to thrive in the years to come."

---