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Despitethe common myth of Asian Americans as the upwardly moving minority,Asian Americans still possess a little rate of leadership inorganizations. Asian Americans constitute five percent of theAmerican populace, and their population is anticipated to rise tonine percent by the year 2050. The article 7 Things NOT to Say toAsian-Americans highlights some of the things that a minority groupmay find offensive. Some of the statements highlighted may be veryoffensive however, some are just innocent inquiries.

Stereotypingcan make a person feel as he, or she is in the wrong place or evencarrier. For instance, people being surprised to find an Asianmanager in the office can be very offensive. Some even go to theextent of inquiring why they are not doctors or dentists. Moreover,complimenting a person for speaking English fluently depicts thatAsians should not speak perfect English. On the other hand, itcreates an assumption that they cannot communicate in perfectEnglish. For instance, Asian American leader may give a speech in aboards meeting. Afterwards, instead of complimenting the good pointsor the efforts contributed by the Asian-American leader, some workersmay focus on the small picture, complimenting the quality of theEnglish in the speech (Straczynski, 2014).

However,some Asian-American do not find it offensive being asked where theycame from. According to them, a person would rather ask them in apolite manner rather than assume, for example that they are African,Arab or even Indian. This means that they are proud of theirheritage. However, it is not ethically right to define someone’sstrengths or weaknesses regarding his or her heritage. This onlyundermines the leadership abilities of some people where elsestrength or weakness is a matter of personal issue (Straczynski,2014).

Astatement that greatly undermines the leadership role of theAsian-American minority group is “Asians are good workers butseldom want to become leaders.” As per the article, there is astrong stereotype that while Asians are excellent employees, however,they are not administration material—and that is OK with them, asper Akutagawa. Subsequently, she says, there is an obliviousinclination that keeps Asians from being considered for more topleadership positions (Straczynski, 2014).

Additionally,asking a person to improve their communication skills after a speechcan be offensive since one is aware that English is a second languageacquired by the Asian America leader. Besides, most of the AsianAmerican employees are only asked to improve their communicationskills without further elaboration of that demand. This is because noone wants to point out the accent issue that affects the Asians.Consequently, the employee may feel intimidated hence loose themotivation to fight for leadership positions like other employees.Even for the few Asians that find the courage to apply for thesepositions, they still find it challenging to offer their leadershipservices because mostly the focus is on their accent and notperformance like the rest of the workers (Straczynski, 2014).

Inconclusion, a stereotyping undermines the leadership ofAsian-American group in organizations is still present. Statementslike “You act don’t act very Asian” or “you all look alike”can make a person feel strange about being away from home. Moreover,stereotyping that all Asians are good workers but cannot make goodleaders is discriminatory. All people should be given equal and fairchances to contend for a senior position in an organization onlyconsidering their qualifications and abilities, not their ethnicity,race, or background.


Straczynski,S. (2014). ThingsNOT to Say to Asian-Americans.Retrieved from