課長および部長としての役割に対する捉え直し――営業部門の女性管理職を対象とした探索的検討――

抄録

In this study, we interviewed female managers in the sales departments of various companies to explore how they reappraised their role as first-line or middle managers. Furthermore, we investigated the similarities and differences in the respondents' roles based on their positions as first-line or middle managers. The contents were organized using the KJ method. Accordingly, content regarding "reappraising one's role as a first-line manager" was organized into the following categories: reappraising one's job as a first-line manager, acquiring influence as a first-line manager, realizing the difficulties of being a first-line manager, reappraising the meaning of taking on the role of first-line manager, and reappraising the rewards of being a first-line manager. Similarly, for middle managers, responses were organized into reappraising one's job as a middle manager, acquiring influence as a middle manager, realizing the difficulties of being a middle manager, reappraising the meaning of taking on the role of a middle manager, and reappraising the rewards of being a middle manager. Regarding the similarities between the two positions, a reappraisal of the meaning of taking on managerial roles—which included giving back to the company in which one was trained and being an example for the next generation of women—was extracted. As for differences, a sense of increased burden of performing both management and work activities was extracted for "reappraising one's role as a first-line manager," whereas realizing the difficulties of being unable to meet the organization's revenue goals due to their focus on management activities was extracted for "reappraising one's role as a middle manager."