Universitys Educational Challenge to Develop Leadership Skills of Women Through the Course of Business Leadership at Womens University Toru Anzai In Japan more women leaders are expected to play active roles especially in economic and political areas since the Global Gender Gap Index by the World Economic Forum shows Japans backwardness. In 2012, G Womens University started the course called Business Leadership. Its aims are not focused on ostensible knowledge but substantial change in behavioral practice. The characteristics are as follows; discussion, manner, communication, self-reflection, experience-based approach, group work and homework. For examples, the homework required students to face some challenges, deal with their emotions, and create innovative ideas every week. After consecutive sessions for several months, the students seemed to show dramatic changes. I would like to demonstrate leadership at the maximum. I realized that I can change the society. I look forward to the future and my life. I feel the expectation to create the future by myself. It was the brand-new course which has never existed in Japan. It was the most fruitful course. There was a strong sense of the students unlimited possibility to become leaders. The course of Business Leadership, based upon human education, suggested that its method was similar to the concept of feminist pedagogy. Finally I would like to point out that more feminine leadership is required as the globalization spreads rapidly worldwide. LeadershipWomens Empowerment Womens University 2008
G I 2012 G I 1 1999 1Global Gender Gap Index 2006 79 /115 83 60 1 83 2007 91 /128 97 69 37 94 2008 98 /130 102 82 38 107 2009 101 /134 108 84 41 110 2010 94 /134 101 82 1 101 2011 98 /135 100 80 1 101 2012 101 /135 102 81 34 110
20116 World Economic Forum Global Gender Gap Index 20122 20116-7 2 2008196 2 2012103
3 2008 2011 200928 200928 3 3 200920
4 3 1 2 3 20129 1 G I 2005 60 2012 2 10
11 SWOT 12 4 A 3 B G SWOT 4 5 2 62 4 35
1 2 3 13 4 5 6 7
5 10 200642 8 2004193-195 14 1 5 4 3 2 1 4.72 2 5 4 3 2 1 4.50
3 5 4 3 2 1 4.19
4 15 5 4 3 2 1 5 4.53 16 4.52 4.50 4.50 4.47 4.44 4.41 4.41 4.41 4.38 4.31 4.28 4.26 4.25 4.22 4.16 4.13 4.13 4.00 3.95
5 B 1 1960 3 200658 1 2 3
2 17 1987 87 2012 20122,8-13 3 200550-51 G I
2009 29 21 2004192
2009 2006 pp.109-149 2008 pp.122-134 2008 9 15 pp.25. 2011 2006 p.58
2008 pp.196-209 Hill, Linda A, 2008, Where Will We Find Tomorrows Leaders? Conversation with Linda A. HillHarvard Business ReviewJanuary 2008 pp.123-129 DIAMOND 2012 4 pp.2-17 2005 2011NWEC 1 pp.6-10 2004 12 pp.185-202 2009 60 pp.19-30 2012 http://www.mext.go.jp/component/b_menu/shingi/toushin/ icsfiles/ afieldfile/2012/10/04/1325048_1.pdf2013 3 24 2012 Vol.8pp.95-105 2012 24 http://www.gender.go.jp/renkei/pamphlet/pdf/renkei2012_all.pdf2013 3 24 2006 2011 200421 http://www.keidanren.or.jp/japanese/policy/2004/031/index.html2013 3 24 2011 1 pp.20-35 RODEN, Marilyn, 1985, Feminine LeadershipRandom House, Inc. 1987 2011 10 22 pp.68-69 2012
2 pp.231-237 Tichy, Noel M with COHEN, Eli, 1997, The Leadership Engine: How Winning Companies Build Leaders at Every LevelHarperCollins Publishers, Inc. 1999 20122012 6 3 p.5