为什么日本很少有女性担任领导职务？：日本（英）2024

Investment Rating - The report does not explicitly provide an investment rating for the industry under discussion. Core Insights - The share of women in managerial and leadership roles in Japan is among the lowest globally, with significant gender gaps driven by cultural norms, unique employment practices, and childcare availability [4][12][19]. - Increasing female labor force participation is not sufficient; structural changes in employment practices and policies are essential to promote women's advancement into leadership roles [37][41]. Summary by Sections A. Introduction - More gender diversity in leadership correlates with higher productivity and profitability, yet Japan has low female representation in leadership roles despite progress in female employment [11][12]. - The analysis identifies key drivers of gender gaps in leadership and suggests public policies to address these issues [12]. B. Women Leaders and Gender Gaps: Recent Developments - Female labor force participation rose from 63% in 2012 to 74% in 2022, while 54% of female employment is in non-regular jobs, limiting career advancement [14][15]. - The gender wage gap in Japan is 22%, significantly higher than the OECD average, with only 13% of managerial roles held by women in the private sector [15][16]. C. Empirical Analysis: Key Drivers of Gender Gaps in Leadership - Cultural norms and the burden of household responsibilities hinder women's career growth, with women performing five times more unpaid work than men [20][28]. - The quality of employment, characterized by long working hours and limited flexibility, negatively impacts women's representation in managerial roles [28][30]. - The availability of public childcare facilities is positively associated with the share of female managers, highlighting the need for continued expansion of these services [33][40]. D. Policy Recommendations - Stricter enforcement of targets for female representation in managerial roles is necessary, with mandatory quotas shown to be effective in other countries [37][41]. - Reforming employment practices to promote flexible working arrangements and linking promotions to merit rather than seniority can enhance women's career advancement [37][39]. - Increasing the usage of paternity leave and expanding childcare facilities are critical to improving work-life balance and supporting women's leadership [39][40].