Making the Invisible Visible is a study of Asian Americans in the workplace and provides a framework through which to transform the same qualities that are contributing to this invisibility phenomenon into a positive leadership approach that provides a counterweight to balance the showmanship approach to leadership.

Autorentext
TOJO THATCHENKERY is Professor and Director of M.S. in Organization Development and Knowledge Management at the School of Public Policy. He is also a member of the NTL Institute of Applied Behavioral Science and the Taos Institute, New Mexico, USA.

KEIMEI SUGIYAMA is a Senior Organization Change Management Specialist at Accenture, a global technology consulting and outsourcing company.

Zusammenfassung
Making the Invisible Visible is a study of Asian Americans in the workplace and provides a framework through which to transform the same qualities that are contributing to this invisibility phenomenon into a positive leadership approach that provides a counterweight to balance the showmanship approach to leadership.

Inhalt
Introduction: Visibility for Invisible Leaders A Pulse Survey of Asian Americans at Work Making the Invisible Visible: Interviews and Analysis Invisible Leadership: What is Invisible Leadership? Making Invisible Leadership Work Highlighting Invisible Strengths: Career Management Strategies Invisible Minority: The Story of Asian and Asian American Glass Ceiling Invisible Ceiling Seeing the Ceiling: 'Our' Story: Who are Asian Americans? Strategies for Organizations Epilogue: A Conversation between Keimei and her Nephew Evan Appendix 1: Asian American Leadership Survey Questions