Inouye Jillian, Alpert Patricia T
John A. Burns School of Medicine, University of Hawai'i at Manoa, USA.
Arizona College, Las Vegas, Nevada USA.
Asian Pac Isl Nurs J. 2018;3(2):42-49. doi: 10.31372/20180302.1091.
Why are there so few Japanese-American Nursing Education leaders in the United States when Asians in general are considered the "model minority"? Several reasons point to the cultural and value differences of an Eastern versus Western perspective. Many who have addressed this issue in other professional fields explain this phenomenon as the bamboo ceiling. This article provides the experiences of two Japanese American Nurse Leaders framed through a theoretical framework proposed by Bolman and Deal (1991), which seems to relate to their "human resource leadership" style and the strong belief and empowerment of others. These leadership types develop symbols and cultures to shape human behavior with the shared mission and identity of the organization in mind which is in concert with the Japanese American cultural values of collectivism. Explanation and recommendations for future leaders are provided along with examples by two nurse leaders which may provide better insight into an answer to the question of "Why so few?"
当亚洲人总体上被视为“模范少数族裔”时，为什么在美国日裔美籍护理教育领域的领导者如此之少？几个原因指向了东西方视角的文化和价值观差异。许多在其他专业领域探讨过这个问题的人将这种现象解释为“竹天花板”。本文介绍了两位日裔美籍护士领导者的经历，这些经历是通过博尔曼和迪尔（1991）提出的理论框架来阐述的，该框架似乎与他们的“人力资源领导”风格以及对他人的强烈信念和赋权有关。这些领导类型会发展象征和文化，以塑造人类行为，同时牢记组织的共同使命和身份，这与日裔美籍集体主义的文化价值观相一致。两位护士领导者还提供了实例，并对未来的领导者给出了解释和建议，这可能会为“为何如此之少？”这个问题提供更好的见解。
