Article
Books
Character
Culture
Virtues
5 min read

In defence of Jane Austen’s unlikeable heroine

Fanny Price: passive and prudish or brave and resilient?

Beatrice writes on literature, religion, the arts, and the family. Her published work can be found here

A 18th century woman sits at a desk, beside a candle and stares out the window.
Frances O'Conner as Fanny in Mansfield Park, 1999.
BBC Films.

It is a truth universally acknowledged that nobody has ever liked Fanny Price. Or is it? Many in Austen’s own family liked the heroine of Mansfield Park. Her sister Cassandra was ‘fond’ of Fanny; her brother Francis called her ‘delightful’. Early critics of Austen’s works, like archbishop Richard Whately, also praised both the novel and its protagonist. 

Where does our current dislike towards Fanny Price come from, then? The major literary critics of the last century certainly didn’t help. Lionel Trilling paved the way, announcing confidently in the 1960s that ‘Nobody, I believe, has ever found it possible to like the heroine of Mansfield Park’; Kingsley Amis even called Fanny a ‘monster of complacency and pride’. Two decades later, Tony Tanner agreed: ‘Even sympathetic readers have often found [Fanny] something of a prig…nobody falls in love with [her]’. The list goes on.  

But we can’t blame academia alone. Sometime in the twentieth century, we simply stopped liking Fanny. Most Austen readers I know rank her as the worst of her heroines. We don’t like her moralising, her priggishness, and her insistence that she must follow her conscience along with the religious precepts which she holds so dear. To make her appealing to contemporary viewers, both major recent adaptations of the novel (Patricia Rozema’s 1999 film adaptation and Iain B. MacDonald’s 2007 TV adaptation) completely butchered her, turning a quiet, timid character into an outspoken Elizabeth Bennet type. The problem is not that we think Fanny is evil, it’s that we find her boring. 

Enter Whit Stillman’s brilliant 1990 film Metropolitan, itself a loose adaptation of Austen’s novel. Tom Townsend, one of the film’s young protagonists, recommends the very essay by Lionel Trilling that I’ve cited above to Audrey Rouget, the main character and moral compass of the film.  When they later discuss the essay, Audrey is puzzled by Trilling’s dislike of Fanny: 

I think [Trilling] is very strange. He says that nobody could like the heroine of Mansfield Park? I like her. Then he goes on and on about how we modern people today with our modern attitudes bitterly resent Mansfield Park because…its heroine is virtuous? What’s wrong with a novel having a virtuous heroine? 

Trilling is at least partly right. Fanny, with her religious principles, offends our modern sensibilities. Our reading culture is one deeply embarrassed by goodness, and Fanny’s piety makes us deeply uncomfortable. But Audrey is right, too. There shouldn’t be anything wrong with ‘a novel having a virtuous heroine’. What if the fault is not with Fanny Price, but with us, the readers? What if we’ve simply lost our taste for goodness? 

Fanny is often compared unfavourably to Pride and Prejudice’s Elizabeth Bennet. Mary Crawford, the argument goes, is the Elizabeth Bennet character in Mansfield Park: blunt, stubborn, self-assured. Fanny, on the other hand, is a kind of Charlotte Lucas, quiet, introspective, and concerned with social mores. But following her conscience doesn’t squash Fanny’s individuality, and neither does it make her ‘conventional’. This is only true on a surface level.  

Presentism, the insistence to project current sensibilities onto the past, is the poison of good literature. 

In fact, these four characters (Elizabeth, Charlotte, Mary, and Fanny) represent examples of real versus false virtues – what philosopher Alasdair Macintyre would call ‘simulacra’ of virtue. While both Elizabeth Bennet and Mary Crawford are opinionated, only Elizabeth is truly brave. Mary, though she acts like she doesn’t care about social norms, is all too eager to marry Fanny off to her brother Henry – after he has committed adultery with a married woman – for the sake of keeping appearances. Similarly, although both Charlotte Lucas and Fanny Price are reserved, Fanny’s reserve comes from humility, Charlotte’s from the kind of timidity that is a failure of courage.  

I think that’s precisely the challenge that Austen sets for us in Mansfield Park: to discern true from simulated virtue, even when true virtue might be less immediately attractive, less noticeable. When we look below the surface, Fanny emerges not as a passive, prudish character, but rather as brave and resilient. She may not be witty, but she is not a pushover. She rejects Henry Crawford’s proposal of marriage even as her uncle Sir Thomas pressures her to accept, on the grounds that he’s not good enough for her.  

By going against the will of her uncle Sir Thomas, Fanny finds herself banished from Mansfield Park, the only place she knows as her home. She’s sent off to visit her parents in Portsmouth, not knowing when she’ll be allowed back. What’s more, she is rejecting the prospect of financial security through marriage with a rich man for the sake of her principles. She neither respects nor loves Crawford enough for the commitment of marriage: ‘I—I cannot like him, sir, well enough to marry him’, she confesses to her uncle despite her own shyness. In her confidence about a decision that will affect her future happiness, she can be as headstrong as Elizabeth Bennet is when she turns down Mr. Collins.  

Once we acknowledge how brave and resilient Fanny can truly be, we can begin to cherish her other qualities, too. Still, someone might ask, why do we need to force ourselves to appreciate characters like Fanny in the first place? Why can’t we just leave people to have their own taste in literature? To that I answer: if we have come to dislike a character for being virtuous, as Trilling claims, isn’t that in itself pretty compelling evidence that something has gone amiss in our literary taste? Don’t we need to rediscover our lost enjoyment of goodness, if we want our culture to be a flourishing one? 

Fortunately, the line connecting Austen to our culture today has not been entirely cut off. ‘Somewhere between us and [Jane Austen], the chasm runs’, wrote C. S. Lewis around the same time that Trilling pronounced Fanny Price to be unlikeable. Perhaps they were both wrong. If literary critics won’t value characters like Fanny, then it’s the common reader’s job to do so. Metropolitan’s Audrey is the fictionalised appreciator of Fanny Price par excellence, a custodian of good taste. But I remain hopeful that there are Audreys in real life, too: readers who are perceptive enough to appreciate Fanny; readers who, instead of judging a character written 200 years ago for not being ‘modern’ enough, choose to let past literature challenge their current assumptions. Presentism, the insistence to project current sensibilities onto the past, is the poison of good literature. Fanny Price, with all of her goodness, is the perfect cure. 

Review
Books
Culture
Leading
Politics
5 min read

Blair’s revelatory sermon to Starmer

What can the former Prime Minister teach about leadership?

Krish is a social entrepreneur partnering across civil society, faith communities, government and philanthropy. He founded The Sanctuary Foundation.

Tony Blair rests on the edge of a desk.
Tony Blair at rest.

The 1990s are enjoying a revival—from the return of baggy jeans and bucket hats to the reunion of Oasis, and, perhaps most significantly, a Labour government in power once again. Unlike the fervent optimism of 1997, when Tony Blair swept to victory with D: ream’s hit song Things Can Only Get Better as an anthem, today’s Labour government faces criticism for a perceived lack of vision. Luckily, Tony Blair has just released his new book: On Leadership—perhaps a timely read for the current Prime Minister. 

Blair's leadership credentials are, at one level at least, pretty impressive: he won three consecutive elections and was the first Labour Prime Minister to do so. His achievements include playing a crucial role in the Northern Ireland Peace Process, reducing NHS wait times, and making a substantial investment in public services. Blair also took a courageous stance with U.S. President Bill Clinton by intervening in the Kosovo conflict against the advice of the UN.  He remains however indelibly associated with the controversial 2003 invasion of Iraq that resulted in the deaths of 179 British personnel, and hundreds of thousands of Iraqi civilians.  

In this climate of scepticism toward political leaders, Blair's reflections on leadership invite critical questions: Who is this book for? Where is the vision? And even, intriguingly, do we now 'do God'? 

Who's it for? 

Blair’s book is not a typical guide to general leadership principles; rather, it’s an insider’s view on leading a country. For the average reader, it’s like overhearing a high-level seminar on statecraft—a glimpse into the “room where it happens.”  

Maybe there’s a bit of an audience reality check going on in the same way that a TV documentary on what-it’s-really-like-to-be-the-England-football-manager might deliver. Many football fans are happy to shout at our televisions when most have not got even the remotest clue of the challenges and pressures national coaches are under. So perhaps if Blair can tell us how hard it is to handle the myriads of competing challenges as the leader of a nation, readers might better understand the weight of leadership and approach politics – and politicians -with greater humility. 

One of the most helpful reflections the book offers was Blair’s self-analysis on three stages of leadership. The first is the new leader listening eagerly; the second comes when they think they know everything, and finally, there’s a third stage of maturity when “once again, with more humility, they listen and learn”.  He argues that his book’s purpose is to shorten the learning curve and get leaders to the third stage more quickly. 
This a noble cause, but there are times when this book feels like a sermon preached by a slightly unscrupulous vicar, in a church where everyone knows there’s only one person the preacher has in mind. This can make everyone else feel they are there just to fill up the pews so that the message gets delivered. For Blair, his message and his book seem to be very much for Sir Keir Starmer; a plea to him to listen and learn from others.  

Where’s the vision? 

Blair encourages leaders to make a meaningful impact with their time in office. Recalling a conversation with Shimon Peres, he writes, “Do you want to be in the history books or the visitors’ book?” For Blair, leadership is about pushing boundaries, meeting resistance with persistence, and making difficult choices when others hesitate. He writes, “If you, as a leader, are not a changemaker in this world, it is you who will be changed.” His words on taking risks and demonstrating resilience are certainly inspiring. However, he often focuses on how to lead effectively, with limited exploration of what motivates us to seek positions of leadership in the first place — a disappointing missing focus on moral purpose. 

This emphasis on strategy over ideology is evident in chapter titles: The Supreme Importance of Strategy versus The Plague of Ideology. Blair is critical of rigid ideologies, advocating instead for flexibility and pragmatism. He contrasts ideological rigidity with a more agile and pragmatic approach, which could sound like its own simply going-with-the-flow ideology, - a situational ethical approach. This feels very different to the Tony Blair that took on the United Nations over the Serbian genocide in Kosovo. He appeared to take a moral stance driven by a commitment to human rights rather than going with a more pragmatic laissez-faire solution. Blair’s emphasis on pragmatism, while useful, may leave readers wanting more on the values that shape a visionary leader. 

Blair includes a joke, a very good one, that feels accidentally pertinent: some people die and the Devil appears and asks them, before they settle for Heaven, to take a look at Hell, because it’s not as bad as they’ve heard. When they see the “drinking and debauchery” in Hell, they ask to be damned. But then they wake up in the real Hell – “cold, miserable and horrible” – and demand to know why it looks nothing like what the Devil showed them. “Ah well,” says the Devil, “back then I was campaigning.” 

He meant it as a joke, but the lack of moral clarity in the book made me feel he was sharing more than he intended about the state of political leadership right now. Perhaps sharing to many more than just those he wrote this sermon for. It certainly encapsulates the growing chasm between political promises and reality, as well as illustrating the reason why many people feel disdain, distrust and disappointment in all politicians who say whatever they need to say to get elected.  

Are we doing God now? 

Famously, when asked about his faith while Prime Minister, Blair was interrupted by his press secretary, Alastair Campbell, who declared, “We don’t do God.” Yet in this book, Blair invokes Moses as an example of leadership under difficult circumstances: “Never underestimate the degree to which people crave leadership. Back to Moses again. The Israelites simultaneously hated and craved his leadership. If you remember, they reached the promised land (though, yes, I know, he didn't).” 

Blair sees in Moses a leader who maintained strength and conviction, even in the face of public criticism—a relatable comparison for politicians navigating the pressures of modern social media. Whether or not Blair is “doing God” in this book, he draws inspiration from Moses as a model of resilience and substance, inviting readers to consider leadership as a balance between staying grounded in one’s values and withstanding external pressure. 

In the end, On Leadership is a reflective, sometimes provocative take on leading a nation, full of insights that swing from the practical to the idealistic. But it also raises important questions about the ultimate purpose of leadership and the need for a clear moral compass. For a public that remains sceptical of political motives, Blair’s leadership lessons may provide timely, if imperfect, revelation.