Uptalk, Gender, and Public Speaking in Japan — Why Voice Tone Still Shapes Credibility

Can a rising tone at the end of a sentence — “uptalk” — reduce your professional credibility?
New global research says yes, especially for women leaders. What does this mean for executives in Japan, where humility and harmony are deeply woven into communication?

Researchers from the University of Bergen and Oxford’s Said Business School analyzed over 2,900 Wall Street earnings calls (2010–2019).
They found that when female CEOs used “uptalk” — a rising intonation at the end of statements — male analysts issued fewer buy recommendations.
Interestingly, the same effect didn’t apply to men.

Mini-summary: Uptalk may sound friendly, but it can subtly undermine authority — especially for women.

As the Financial Times article by Anjli Raval notes, women executives must walk a tightrope:

“They must be vocal but not shrill; confident but not arrogant; empathetic but not weak.”
Men, by contrast, rarely face such contradictory expectations.

Mini-summary: Female leaders are judged by tone as much as by content — a double standard that still persists globally.

Japanese society prizes humility, politeness, and non-confrontation — values that naturally align with a softer speaking style. Both men and women use hesitant tones to show respect.
However, women still face extra pressure to appear agreeable rather than assertive. Cultural norms often expect them to “support” the male voice rather than lead it.

Mini-summary: In Japan, uptalk reflects social harmony — but women pay a higher price for using it.

Comments from senior politicians highlight lingering gender bias.
Former PM Yoshiro Mori once suggested women “talk too much” in meetings.
Taro Aso, known for controversial remarks, has referred to women as “obasan” or “old ladies,” trivializing female leadership.

These remarks reinforce a cultural expectation that women should listen, not speak.

Mini-summary: Outdated attitudes continue to shape how female voices are perceived in Japan.

Despite barriers, skilled communicators do exist — such as Helen Iwata, a graduate of Dale Carnegie’s High Impact Presentations program, who now coaches women in business communication.
Yet, opportunities for Japanese women executives to present publicly remain rare. Without regular speaking experience or structured training, progress is slow.

Mini-summary: Training accelerates confidence and competence — role models emerge when practice meets opportunity.

Presentation excellence isn’t gendered — it’s trained.
When given equal access to structured communication programs, women perform at the same or higher levels than men.
The key is practice, feedback, and support, not trial and error.

Mini-summary: Equal training creates equal confidence — and equal leadership impact.

• Uptalk can sound polite but risks diluting authority in leadership communication.

• Japanese culture values humility, but balance is needed to project confidence and clarity.

• Gender bias still influences how voices are perceived — training helps overcome it.

• Communication mastery accelerates leadership growth for both women and men.

→ Request a free consultation with Dale Carnegie Tokyo today.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, continues to empower both Japanese and multinational corporate clients across industries.