The purpose of the current qualitative phenomenological study was to explore the lived experiences of working Japanese women who achieved leader or manager status in Japanese-operated organizations in Tokyo, Japan. Face-to-face, audio-taped interviews were conducted with 21 working Japanese women in Japanese-operated organizations in Tokyo, who achieved manager or leader status in their organization to explore the lived experience of obstacles the women might have overcome in pursuit of manager or leader status. The data collected during the interviews uncovered five themes: (a) the work-life balance affected some working Japanese women such that some women pursued manager or leader to make work-life more manageable, (b) being female is a disadvantage, (c) Japan is a male-dominated society, (d) promotion and pay issues have affected working Japanese women, and (e) Japanese women must work harder than Japanese men. A subtheme that emerged during the interviews was that Japan is changing. The findings of this study demonstrate that working Japanese women have barriers or obstacles to overcome in the workplace. Further, the findings illustrate that working Japanese women can achieve manager or leader status in Japan. Leaders in all organizations throughout Japan may see positive results if transformational leadership is embraced and practiced. Embracing transformational leadership is one approach that can benefit numerous individuals and organizations throughout Japan.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 72/08, Dissertation Abstracts International|
|Subjects:||Asian Studies, Womens studies, Management, Occupational psychology|
|Keywords:||Diversity, Equal employment opportunity, Glass ceiling, Japan, Social advancement, Tokyo, Transformational leadership, Women workers|
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