Why Such Few Women in Leadership Positions in Japan?: Japan

By Kohei Asao, Purva Khera, Mahima Vasishth

July 1, 2024

Preview Citation

Format: Chicago

Kohei Asao, Purva Khera, and Mahima Vasishth. Why Such Few Women in Leadership Positions in Japan?: Japan, (USA: International Monetary Fund, 2024) accessed November 21, 2024

Summary

The share of women in managerial and leadership roles in Japan – in both the public and private sector – are among the lowest across the globe. This paper empirically examines what drives these large gender gaps in leadership in Japan, using the SVAR model. Results suggest — (i) cultural norms where women take up significantly more burden of household and childcare work; (ii) Japan’s unique employment practices (non-regular employment, long in-person working hours); and (iii) the availability of childcare facilities — are the key drivers. Further progress on workstyle reforms, more flexible labor markets, improving the quality of childcare facilities, and raising paternity leave usage will help close these gaps.

Subject: Employment, Gender, Gender diversity, Gender inequality, Labor, Women

Keywords: Availability of childcare facilities, Childcare leave cause, Childcare work, D. Policy recommendation, Dual labor market, Employment, Female labor force participation, Gender diversity, Gender gap, Gender inequality, Leadership, Paternity leave usage, Title page, Women

Publication Details

Pages:

20
Volume:

---
DOI:

---
Issue:

---
Series:

Selected Issues Paper No. 2024/024
Stock No:

SIPEA2024024
ISBN:

9798400281655
ISSN:

2958-7875

FACTSHEETS

RESOURCES

TOPICS

Flagship Publications

Other Publications

IMF reports and publications by country

Regional Offices

All News

See Also

For Journalists

Press Center

RESOURCES

FLAGSHIPS

KEY SERIES

IMF NOTES

Selected Issues Papers