In my article “Unlocking Leadership Potential in Japan: Overcoming Engagement and Communication Challenges,“ I referenced a multi-country study that revealed Japanese employees have the lowest managerial aspirations—ranking at the bottom among all surveyed nations. Given this striking finding, I wanted to explore the reasons behind it.

To gain deeper insights, I reached out to some of my colleagues, friends, and business acquaintances, asking if they could share their perspectives. Six of them—current or former managers—stepped up to the plate. Most have direct experience managing Japanese teams, giving them valuable first-hand knowledge of the challenges and mindset surrounding leadership aspirations in Japan. For those of you who are interested you can request the Summary Findings from here.

Reasons Why Japanese Employees Avoid Becoming Managers

The responses confirmed what I had already observed in my own experience—many Japanese employees see management as more of a burden than an opportunity. The added responsibilities often come with minimal financial incentives, and Japan’s rigid corporate culture makes leadership roles feel unappealing rather than aspirational.

Reflecting on these findings, I’d like to share the details of a project I led, let’s call it ProjectOne, rolled out to directly address this issue. ProjectOne was a global initiative aimed at boosting employee engagement by emphasizing professional development. One aspect I truly valued was that the Global office provided each country with the flexibility to tailor the program to its local market needs. In Japan, we seized the opportunity to use ProjectOne to tackle a significant challenge: our team members’ limited ambition to move into managerial roles. I’d like to share an overview of this project in the hope that it inspires ideas for turning the tide on manager aspiration. As with all company-wide initiatives, the success of ProjectOne depended on the active support and cooperation of our managers.

How We Encouraged Team Members to Aspire to Management

The goal of ProjectOne was to demystify the manager role and highlight its rewards, addressing common concerns among team members. There were many moving parts to the project, but the gist of it was the speaking events. I set up a series of speaking events featuring managers from different backgrounds and experiences. These managers were carefully selected based on their ability to speak to specific concerns employees might have about taking on leadership roles. We divided the sessions into three categories:

• Manager Inspire: These were general talks featuring managers who found deep fulfillment in their roles. Their stories aimed to highlight the positive aspects of leadership and inspire employees to consider the benefits of stepping up.
• Working Mother/Father: Many employees with children worried that becoming a manager would make it impossible to balance work and family life. Managers in this category shared how they navigated the challenges of leadership while raising children, providing reassurance that it was possible to succeed in both areas.
• Jump-Up to Manager: A common belief in Japan is that you must work your way through multiple senior roles before becoming a manager. We featured younger managers who had been fast-tracked into leadership positions, demonstrating that talent and capability—not just tenure—could open doors to management.

We scheduled these sessions to coincide with employee break times to minimize disruptions to their work schedules. Additionally, we encouraged speakers to take questions at the end of their session and be available to hold offline discussions for those who wanted to explore the topic further. The idea was to create a safe space for employees to express their concerns and hear directly from their colleagues about the realities of management.

What We Learned

This initiative showed that when employees hear firsthand experiences from people they trust, their perceptions of leadership roles can shift. The key takeaway was that Japanese employees are not inherently uninterested in management—they simply need more clarity, support, and incentives to take that step. Programs like ProjectOne can help break down misconceptions and create a culture where leadership is seen as a rewarding career path rather than a stressful obligation.

For companies struggling with low managerial aspirations among Japanese employees, investing in similar programs that leverage their experienced managers could make a real difference. By making leadership opportunities feel more accessible and desirable, organizations can develop stronger internal talent pipelines and build a more engaged workforce.

Final Thoughts

If Japanese companies want more employees to aspire to management, they need to address the key barriers: unclear career paths, perceived burdens, and lack of financial incentives. By creating initiatives that showcase leadership as an opportunity rather than just added responsibility, we can help employees see that stepping up into a managerial role is a step forward, not a step back.

How does your company support employees in overcoming barriers to leadership? If you’re interested in coaching or training to develop your assertiveness, contact me here.