Reflections on Asian Women Leaders’ Code-Switching

• In Event: Breaking the Bamboo Ceiling: Advancing Asian Women Leaders in Academia

Abstract

Objective
Code-switching, the practice of alternating between languages, behavior, or cultural expressions based on context, is a strategy commonly used by underrepresented groups to fit into dominant groups and cultures (Cooks-Campbell, 2022). This presentation explores the lived experiences of an Asian woman leader’s application of code-switching and its positive and negative implications. Revealing the often hidden experiences of minoritized leaders contributes to the professional development of emerging leaders, especially Asian women who remain underrepresented in senior leadership positions.
Perspective
As a first-generation immigrant, my code-switching experiences began early. Raised in a non-English speaking, working-class home, I quickly learned to morph language and behavior common in minoritized communities, to those more accepted in dominant Eurocentric normed settings. Throughout my career as professor, department chair, and now in my sixth year as Associate Dean, I was often the first and only Asian woman among faculty and leadership which prompted navigation around stereotypes and micro-aggressions. As an identity-shifting strategy, code-switching allowed for masking and/or adapting my authentic self to fit environments in better presenting myself more professionally, competently, and less of an eternal immigrant. Switching between cultural norms seamlessly, enhancing leadership effectiveness requires an understanding of both cultures and the ability to reconcile conflicts between them.
Methodology
Employing autoethnography, past journaling notes and archival records were used to generate my reflections (Adams, Ellis & Jones., 2017).
Points of View
When Asian women hold leadership positions, many existing challenges are magnified. Prevalent are monolithic stereotypes of Asian women as passive and compliant (Castro & Collins, 2021) which deviate from those qualities required of effective leaders (Nash & Moore, 2024). As Department Chair, I keenly recall being too nice. With our intersectional identities, Asian women may be seen as either a “lotus flower” who lacks leadership abilities and competencies or conversely, a tyrannical “dragon lady” when vocalizing strong views. I routinely code-switched depending on particular contexts. Mentoring international Chinese women assistant professors differed from interacting with white male full-professors. I recollect a white male Dean insisting that I be more engaged in leadership meetings. It was not acceptable to only ask/make salient points but also, it was important to show engagement by nodding as others spoke. Code-switching underscores the constant reminder of my marginalized position which includes frequent regulation of appearance, voice, and mannerisms measured by dominant cultural and engendered norms (Nash & Moore, 2022).
Significance
Asian women leader’s code-switching is rarely discussed. Let alone the costs of doing it. Maintaining one’s cultural identity while adapting to different cultural environments can be laborious. Constantly switching between cultural norms and balancing identity conflict and authentic self can lead to a sense of dissonance; not fully belonging to either culture resulting in stress and affecting well-being (Turman, 2024). Research suggests that supporting Asian leaders through leadership training, mentorship, and inclusive policies can help manage the complexities of code-switching and contribute to more diverse and culturally competent higher education environments (McCluney, et al, 2019). Implications of code-switching utilization and the call for more research will be presented at the conclusion.

Author

• Emily Lin, University of Nevada - Las Vegas