A QUALITATIVE CASE STUDY: THE ABSENCE OF ASIAN AMERICAN WOMEN FROM LEADERSHIP AND DIVERSITY, EQUITY, AND INCLUSION
Submitted By: Tiffany S. Ho
Indiana Institute of Technology, College of Business
Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Global Leadership
Asian American women are notably absent from leadership research. Research indicates that these women are underrepresented in organizational leadership and in diversity, equity, and inclusion (DEI) initiatives that organizations implement to resolve the lack of representation. This study explored the challenges that Asian American women experience in achieving representation in leadership and in DEI. Using a qualitative case study approach, the research addresses the following questions: (a) What challenges do Asian American women face in attaining and succeeding in leadership; (b) What challenges do Asian American women face in being represented and included in DEI initiatives, and attaining or succeeding in leadership through those initiatives; and (c) What success strategies do Asian American women employ to overcome challenges in leadership and DEI?
Data was collected through in-depth interviews with five participants. Five themes emerged: a) Family Roots: Shaping Identity and Career; (b) The Power Paradigm: Maleness, Whiteness, Leadership; (c) Breaking the Mold: Maladaptive Success Strategies; (d) Embracing Unique Identities: Resignation and Pride; and (e) DEI in Practice: Beyond the Checkbox. These themes revealed that participants experienced a clash between Asian cultural expectations from their upbringing and Western leadership expectations in the workplace, leading to challenges in career and leadership advancement. Challenges were exacerbated by the strong link between American identity, race, and socioeconomic access, often excluding Asian American women. Participants responded to challenges through a combination of strategies that included conforming to stereotypes and/or adapting prototypical leadership behaviors. Other participants sought to embrace their unique identities as a success strategy. Results also showed that participants felt organizational DEI efforts were insubstantial, failing to target either Asian American women or other historically undervalued groups. Through these insights, the study provides valuable implications for organizational cultures and processes, and DEI practices. By addressing the specific challenges identified by participants, organizations can foster true inclusivity for both Asian American women and other groups. Ultimately, this study contributes to literature on leadership and diversity by offering a critical perspective on the experiences of Asian American women.
Keywords: global leadership, organizational management, diversity, equity, and inclusion, intersectionality, marginalized leaders, women leaders, Asian American leaders, Asian American women leaders