Japanese companies face management shortage as employees avoid leadership roles

Japanese companies are facing a growing trend where employees view management positions as a “punishment game,” leading to a significant reluctance to take on leadership roles. This phenomenon is driven by several structural issues: an imbalance between responsibility and authority, managers remaining stuck in individual contributor roles, a lack of formal management training, and compensation that does not adequately reflect the increased burden of leadership.

Failure to address this shortage of managers can lead to weakened decision-making, a lack of role models for junior staff, and organizational stagnation. To combat these issues, companies are exploring inner branding and organizational psychology to foster a culture of purpose.

In response to these human resource challenges, Imajina Co., Ltd. held a seminar in Tokyo focused on inner branding for executives. The seminar emphasized the importance of moving beyond mere “workplace comfort” to cultivate “workplace fulfillment” and alignment with corporate philosophy. The program highlighted the use of organizational psychology and data-driven approaches to develop “contributive EQ” and “contributive morals” to build resilient, high-performing organizations.