japanese culture and leadership slideshare
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Japanese Culture and Leadership
Topic & Contents
TopicA
research and
analysis of the culture
and leadersh
ip practices
in a country
The Country and Its History
Japanese Culture
Japanese Leadership Style
About Japan
Capital
Population
GDP
Industries
Tokyo
127,078,679 (-0.191% Growth rate)
≈ $5 Trillion, the 2nd largest economy; $39,731 per Capita
Consumer electronics, motor vehicles, machine tools, steel, and nonferrous metals
Exports
Science & Technology
Life Expectancy
Motor vehicles, semiconductors, and office machinery
700,000 researchers & US$130 bill R&D budge – the 3rd largest; 13 Nobel Prizes
Avg. 82, Male: 78.8, Female: 85.6AsiaJapan
History Timeline
1868
1945- 1952
1960 -1980
1990
2005
Meiji RestorationOpen policy & introduced technology
Focus on economic
growth and technology
development
Modern Japan
Occupied Period after WW IIOccupation force brought new technologies in
“Japanese Miracle” High economic growth; export oriented economy
High growth turned slow
Economy showed recovery
Japanese Culture _ Hofstede
Countries PDI IDV MAS UAI LTO
Japan 54 46 95 92 80
Asia Avg. 64 24 58 63 90
World Avg. 55 43 50 64 45
Japan Asia Avg. World Avg. 0
20
40
60
80
100
PDI
IDV
MAS
UAI
LTO
Geert Hofstede Model (1980)
Most widely accepted and used in the world until today
Described culture from five aspects:
Power Distance
Individualism & Collectivism
Masculinity versus Femininity
Uncertainty Avoidance
Long Term Orientation
Japanese Culture _ GLOBE
VariablesPractices
Japan Mean
Performance Orientation 4.22 4.1
Future Orientation 4.29 3.89
Gender Egalitarianism 3.19 3.37
Assertive 3.59 4.11
Institutional collectivism 5.19 4.25
In-Group Collectivism 4.63 5.13
Power distance 5.11 4.01
Human orientation 4.3 4.09
Uncertainty avoidance 4.07 4.16
Performance Orientation
Future Orientation
Gender Egalitarianism
Assertive
Institutional collectivismIn-Group Collectivism
Power distance
Human orientation
Uncertainty avoidance
0
5
10
Japan Mean
GLOBE Study (1990’s)
• GLOBE is the acronym for “Global Leadership and Organizational Behavior
Effectiveness,”
•A cross-cultural research effort that exceeds all others (including Geert Hofstede’s
landmark 1980 study) in scope, depth, duration, and sophistication
Triandis 1995Individualism & Collectivism
Mastumoto 1998 Emotional display rule & IC
Emotional display rule and IC are correlatedJapanese collectivism would discourage negative emotions and encourage positive ones to maintain group harmony and cohesion
Shapero & Sokol 1982 Uncertainty avoidance & Innovation
High tolerance of uncertainty in a society => encourage risk taking and non-standardized procedures => create an environment more encouraging of innovation
Yoko & Emiko 1999Masculinity & Femininity
Gender role stereotypes have been changing
Japanese Culture _ Other Studies
Collectivism (Japan) Individualism
• Culture of tightness• Culture of simplicity• External cause of behavior• Relationships• Horizontal & Vertical
• Culture of looseness• Culture of complexity• Internal cause of behavior• Personality • Horizontal & Vertical
Confucianism’s Impact on Japanese Social Behavior
道 right way
仁 benevolent
徳 virtuous
禮 propriety
義 morality
忠 loyalty
恕 reciprocity
信 trustworthy
命 destiny
天 heaven
理 principle
Seniority system (respect for elders)
Loyalty and devotion
Lower rates of crime
Stable family structures
Strong education system (entrance
exams are very tough)
The Japanese language is punctuated
by numerous honorific terms and
phrases of respect and consideration.
Confucianism main ideals
Common Japanese Culture Characteristics
•Relations based on hierarchical position, social status, education, and seniority;
•Listen to supervisors and obey their instructions;
Modest Power Distance
•Emphasis on teamwork and group assignments;
•Performance is evaluated by group not by individual;
•Harmonious working relationship and team cohesion are important
Institutional Collectivism
•Distinct gender role
•Male dominated society
•Work hard and have high level of loyalty
High Masculinity
•Prefer to use a set of rules, protocols, and regulations to avoid making mistakes
Modest Uncertainty Avoidance
•Long term business plan
•Long term reward, incentive and benefit
Long Term Orientation
Japanese Leadership StyleGeneral Culture Characteristics Implication to Leadership Style
Relations based on hierarchical position, social status, education, and seniority;Listen to supervisors and obey their instructions;
Sensitive to hierarchy and seniority;Have a paternalistic management style;Show a certain people caring
Emphasize teamwork and group assignments;Performance is evaluated by group not by individual;Emphasize harmonious working relationship and team cohesion;
Able to maintain harmonious working relations;Able to run business in the unit of team;Consensus decision making processParticipative management style
Male dominating Work harder and have high level of loyalty
Demonstrate hardworking and sacrifice spirit;
Prefer to use a set of rules, protocols, and regulations to avoid making mistakes
Provide explicit rules and examples to demonstrate the way of working;
Long term business planLong term reward, incentive and benefit
Able to create and communicate vision with employees;Motivate from long term perspective
Japanese Leadership Style _ GLOBE Study
CLT Leadership Dimensions Japan MeanCharismatic/ Value-based 5.94 5.63
Team oriented 5.56 5.61Participative 5.07 4.99
Humane oriented 4.68 5.04Autonomous 3.67 4.04
Self-protective 3.60 3.72
Charismatic
• Visionary• Inspirational• Self-sacrifice• Integrity• Decisive• Performance
oriented
Participative
• Participative• Autocratic
Autonomous
• Individualistic• Independent• Autonomous• Unique
Self-protective
• Self-centered• Status
conscious• Face saver• Procedural
Humane oriented
• Modest• Human
Oriented
Team oriented
• Collaborative team oriented
• Team integration
• Diplomatic• Malevolent• Administrativ
ely competent
CLT Leadership study in GLOBE
Japanese Leadership Style _ Transformational Leadership
Transformational Leadership
Transactional Leadership
A type of leadership style based on the leaders’ personal qualities:
Transactional leadership: a transaction or exchange process between leaders
and followers (by satisfying the expectations)
Transformational leadership: characterized by the ability to bring about
significant change. Share and communicate visions
Inspire followers to go beyond their own self-interests for the good of the group
THANK YOU !