Gartner Research


Published: 15 March 2022



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  • 悪意があるわけではないが、男性経営陣は、女性CIOと同僚として共に働いた経験がなかったり、その準備ができていなかったりする可能性がある。

  • 新たなデジタル・ビジョン、新たなアプローチ、異なるリーダーシップ・スタイルをもたらすという理由で女性CIOが選ばれることが多い。しかし、こうした点が、シニア・ビジネス・リーダーに恐れを抱かせる (さらに悪いケースでは脅威となる) 可能性がある。

  • CIOに就任したばかりの女性は、社内のITスタッフからの抵抗を受けることが多く、妨害されたり見当違いの質問を受けたりするなど、あからさまに攻撃的な態度を取られることもある。

  • 女性は、技術力や管理スキルについて自ら限界を設け、経営幹部としてのリーダーシップを追求しないことが多い。



  • 経営上層部に対してリーダーシップを発揮する:経営上層部の支援者と組んで、自らの考えやリーダーシップ・スタイルに対する抵抗を乗り越え、Cレベルの経営幹部全体に行動の変化を促す。よりインクルーシブな組織文化を構築するには、行動の変化よりも、行動の「追加」を強く訴える。

  • 同僚に対してリーダーシップを発揮して信頼関係を築く:共通のビジョンと目標を持ち、連携する。リスクを共有するシナリオと、報酬を共有するシナリオを作成する。

  • 部下に対してリーダーシップを発揮して信頼関係を築く:経営幹部との会議に共に出席するようスタッフを誘い、彼らが専門知識を披露する場をつくり、成長を促す。

  • 自分自身に対してリーダーシップを発揮する:内省やコミュニティからのフィードバックに基づき自身の行動をアウトサイド・インの視点で捉え、自信を持ち、自己評価を高める。

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Yuko Adachi

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