2003_jpns wstrn ldrshp

8/7/2019 2003_jpns wstrn ldrshp

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Leadership The process by which a person exerts influence

over others and inspires, motivates and directstheir activities to achieve group or organizationalgoals. Effective leadership increases the firms ability to meet

new challenges.

Leader An individual who is able to exert influence over

other people to help achieve group ororganizational goals

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Leaders are Emotionally Mature :displayemotional maturity in every kind of situationthey face

Leaders Display Assertiveness: They

know what they want and need, and goabout achieving it assertively

Self-Confidence:

Work hard

Self-Awareness

Building Relationships


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The Japanese are a very collectivist society. There is a

tighter social framework in which the person respects

the group he or she belongs. Also, the Japanese place a

great emphasis on belonging, working together andbeing a good member.

Japan is well known for its paternalisticapproach to leadership

Japanese culture promotes a high safety orsecurity need, which is present among homecountrybased employees as well as MNCexpatriates

Japanese LeadershipApproaches


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FACTORS LEADING TO JAPANESE

LEADERSHIP

1.consensus : The leader makes the final decision,but only after taking into consideration the opinionsof everyone involved.

2. Non argumentative :Difficulty debating

because they do not separate issues from persons.To directly disagree is seen as rude

3. Group decision making :

4.Meetings: In America, which values personalachievement, one would begin a meeting by

explaining ones accomplishments. Japanese wouldsee this as boastful. They value modesty andrespect for the other person.


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5. Group issues together: consider issues in

groups rather than one at a time. They need tosee how all factors relate to and affect eachother

6. Gather information : The key activity isfact gathering. You should be prepared withdetailed information to back up your proposal.

7.Handling differences :

non-confrontational

avoid abrupt, direct statements or questions. They will not give a direct no to a proposal as

this is considered very rude


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8. Participative management: Decisions aremade from the bottom up; everyone isconsulted regardless of their rank

9.Etiquette & protocol :

Be Punctual

Call by title etc.

o 10.Relationship oriented:

Dislike debate, will withdraw it the other sidebecomes too aggressive

Would like to know everything about the otherparty


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JAPANESE LEADERSHIPAPPROACH

Based on these factors we can say that thebest type of leadership style that would bemost effective for the Japanese would be theparticipative leadership approach

Employees are involved in decision making

Suggestions are taken from them

o Unlike managers in most other countries,Japanese leaders have a strong beliefin thecapacity of subordinates for leadership and

initiativeo On goals achievement whole group is

recognized and rewarded.


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JAPANESE LEADERSHIP

MODELS

We will consider three aspects ofleadership:

Positional models of leadership will tell

us the absolute role that the leader occupies Functional models will consider the

relationship between leader andsubordinates; and

Stylistic models will consider howleadership is exercised. They provide auseful initial set of categories forconsidering leadership in Japan.


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1.POSITIONAL MODELS

Describes the overall role of leader

Divided into 2 parts:

The Agrarian Model and

The Imperial model

.


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A) AGRARIAN MODEL

What Japan looked for in its leaders was neitherdecisiveness nor foresight, but a gentleness thathelped work proceed smoothly and a spirit ofself- sacrifice.

Key characteristics: Calm consensus building through a process

called nemawashi- seeking to get people onboard by a careful process of persuading each

individual stakeholder before making anannouncement.

Leaders are expected to be not forceful anddomineering, but sensitive to the feeling ofothers


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Their qualities of leadership should be shown bythe warmth of their personalities and theadmiration and confiidence they inspire rather thanby the sharpness of their views or the vigor of theirdecisions. What the American might consider asdesirably strong leadership causes suspicion andresentment in Japan.

However, as in all consensus-based leadership, the

role of the leader is not diminishedit is still theleaders responsibility to produce the ideas onwhich everyone is expected to agree, and the

leader now requires a different set of political skillsin acquiring such consensus.


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B)THE IMPERIAL MODEL

In the imperial model, status is ascribedrather than attained; leaders do not becomeleaders because of their ability, but achieveability because they are leaders.


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2. FUNCTIONAL MODELS

This model gives the detail of the leadersactivities; how the leaders do their jobs.

Divided into 3 types:

a) Nakanes weak leaders

b) sensei-deshi Leadership

c) Symbolic and centralized leadership


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A) NAKANES WEAK LEADERS

Chie Nakanes theory of Japan says that aleader is not an external influence upon theirgroup, but is an inseparable part of it.

the leader is expected to merge their identitywith that of the group and

cannot avoid but develop emotional andpersonal ties to their subordinates,particularly over an immediate small group.


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These ties produce the phenomenon ofamae, which Japanese describes as follows:

...a kind of love between persons ofdifferent ranks , with indulgence shownto younger and respect given to theelders . The idea is always to do more

than a contract or agreement obligesyou to...

In a culture oriented around personal and

emotional ties, a dominating leader isundesirable


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B) SENSEI-DESHI LEADERSHIP

Apart from the concept of amae, another of theprinciple relationships in Japanese culture isbetween sensei, the teacher/authority figure,and deshi, the pupil.

The influence that a sensei has over their deshiextends not only in the attributed relationship butin the frame relationship.

For instance, a university professor may continueto be a source of advice and inspiration for his

students long after graduation; it is not uncommonfor senior politicians, for instance, to follow thedirections of their sensei when enteringgovernment.


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C) SYMBOLIC AND CENTRALIZEDLEADERSHIP

While the sensei-deshimodel works well forrelatively flat hierarchies and small groups,leaders of larger organizations often seek toexercise influence more widely than theirimmediate group.

In the Japanese context it is the responsibility ofthe management to communicate the ideas ofthe leadership to the subordinates and ensuretheir implementation

Within this basic architecture, the range of powerof the leader forms a continuum, between beinga symbolic figure in the agrarian tradition whoserole is to create the atmosphere and situation inwhich management can work freely andeffectively.


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3. STYLISTIC MODELS

Final dimension along which we will examineJapanese leadership patterns is that of thetransformational-transactional continuum.

On the whole, Japanese leadership can becharacterized by a much moretransformational dynamic than that of theWest;

A Japanese leader is interested in his

subordinates primarily and the task in handonly secondarily.

They call this dynamic super-subordination.


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The subordinates opinions and wishes willenter deeply into his considerations. In fact,the better and greater the leader, the morestrongly is this tendency revealed.

Indeed, a study of Japanese leaders showedthat the most effective leaders are those

who score high on both task-oriented andsocio-emotional measures of leadership.

A truly transformational leader is one whoinspires and enables his subordinates

SOICHIRO HONDA: A LEADER COMPRISING


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SOICHIRO HONDA: A LEADER COMPRISINGALL THE CHARACTERISTIC OF JAPANESE

MODEL

Japanese industrialist, the founder of HondaMotor Corporation.

He was a simple man and people followedhim as he inspired them.

Honda created the vision - a view of thefuture that excited people and directed themtoward the goal

Research has shown that Honda is anexemplary leader who has built his successon failures.

He believed failures are essential forachieving the real success.


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Team building skills are necessary for anexemplary leader, such as Honda

These skills are obligatory for effective workof a company and better understanding ofteam work can help a leader and anemployee become more effective in thecorporation.

He had the ability to go through one failureafter the other and to stay the same personwith the same dreams and aspirations.

The research of the events has shown thatHonda was the innovative leader whoencouraged a culture ofexperimentation


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He injected enthusiasm and energy into peoplearound him and they helped him to achievegreat things.

Soichiro Honda was a transformationalleader and working for him was a wonderfuland uplifting experience.

Soichiro Honda was a true leader who had

the ability to create a healthy workingatmosphere within the team. Honda focusedefforts and activities of a team for achieving thedesired goal effective and successful teamwork.

It was Hondas leadership and vision that madehis corporation successful on a world scale.


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He set clear goals and everyone acceptedthem. Honda was a good leader who was able

to deal with all team work issues. Although the employees called Honda Mr.

Thunder for his bursts of anger in answer totheir mistakes, they loved and respected him.


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WESTERN LEADERSHIP: INTRO

Western leadership is comprised of the executivesand managers who run a company.

It occurs when a company foresees ultimatesuccess from the strong leaders that run its daily

operations. Leaders themselves are responsible for effectively

managing the company's resources, working withadvertising teams and inspiring others to do theirbest work.

They also envision ways to improve the companyfrom the perspective of overall involvement.Ultimately, the actions and decisions ofexecutives are what is referred to as western

leadership


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MODELS

1. Fiedlers Contingency Model

2.The Hersey-Blanchard Model of Leadership

3. Tannenbaum & Schmidts Leadership Continuum

4.Adairs Action-Centered Leadership Model

5. Transactional and Transformational Leadership


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1. FIEDLERS CONTINGENCY MODEL

Fiedler's contingency theory postulates that thereis no single best way for managers to lead.

Situations will create different leadership stylerequirements for a manager.

The solution to a managerial situation iscontingent on the factors that impinge on thesituation.

For example, in a highly routine (mechanistic)environment where repetitive tasks are the norm,a relatively directive leadership style may result inthe best performance, however, in a dynamicenvironment a more flexible, participative stylemay be required.


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Fiedler looked at three situations that could define thecondition of a managerial task:

1. Leader member relations: How well do the

manager and the employees get along? 2. Task structure: Is the job highly structured, fairly

unstructured, or somewhere in between?

3. Position power: How much authority does themanager possess?

Managers were rated as to whether they wererelationship oriented or task oriented

Task-motivated leaders are at their best whenthe group performs successfully such as achieving a

new sales record or outperforming the majorcompetitor.

Relationship-oriented leaders are at their bestwhen greater customer satisfaction is gained and a

positive company image is established


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2)HERSEY-BLANCHARD MODELOF LEADERSHIP

Also takes a situational perspective of leadership.

This model posits that the developmental levels of aleader's subordinates play the greatest role indetermining which leadership styles (leader behaviors)

are most appropriate. Their theory is based on the amount of direction (task

behavior) and socio-emotional support (relationshipbehavior) a leader must provide given the situationand the "level of maturity" of the followers.

Task behavior :leader engages in one-waycommunication.

Relationship behavior : two-way communication


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Maturity is the willingness and ability of aperson to take responsibility for directing his or

her own behavior In summary therefore leader behaviours fall along

two continua:

Directive Behaviour Supportive BehaviorOne-Way Communication Two-Way Communication

Followers' Roles ClearlyCommunicated

Listening, providingsupport andencouragement

Close Supervision ofPerformance

Facilitate interactionInvolve follower indecision-making


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3)TANNENBAUM & SCHMIDTSLEADERSHIP CONTINUUM

Contingency theorists Tannenbaum and Schmidtsuggested the idea that leadership behavior variesalong a continuum and that as one moves awayfrom the autocratic extreme the amount of

subordinate participation and involvement indecision taking increases.

Four main leadership styles:

Autocratic

Persuasive: believes that people will be bettermotivated if they are persuaded that the decisionsare good ones. Does a lot of explaining toovercome any possible resistance to what he or

she wants to do


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Consultative: leader confers with the groupmembers before taking decisions and considerstheir advice and their feelings when framingdecisions.

decision and the full responsibility for it remainwith the leader but the degree of involvement bysubordinates in decision taking is very much

greater than telling or selling styles Democratic: the leader would characteristically

lay the problem before his or her subordinates andinvite discussion. The leader's role is that of

conference leader, or chair, rather than that ofdecision taker. He or she will allow the decision toemerge out of the process of group discussion,instead of imposing it on the group as its boss (the

Joining style).


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4)ADAIRS ACTION-CENTEREDLEADERSHIP MODEL

John Adair has a long pedigree in the world ofleadership.

The Adair model is that the action-centeredleader gets the job done through the work team

and relationships with fellow managers and staff.According to Adair's explanation an action-centered leader must:

direct the job to be done (taskstructuring)

support and review the individual people doingit.

Co-ordinate and foster the work team as awhole


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Task structuring

define the task

make the plan

allocate work and resources

control quality and rate of work

check performance against plan

adjust the plan

o Team Coordination

maintain discipline build team spirit

encourage, motivate, give a sense of purpose

appoint sub-leaders

ensure communication within group develop the group


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Individual support & Review

attend to personal problems

praise individuals

give status

recognize and use individual abilities

develop the individual


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5)TRANSACTIONAL ANDTRANSFORMATIONAL LEADERSHIP

James McGregor Burns writing in his bookLeadership was the first to put forward the conceptof transforming leadership.

To Burns transforming leadership is a

relationship of mutual stimulation andelevation that converts followers into leadersand may convert leaders into moral agents.

[Transforming leadership] occurs when one or

more persons engage with others in such a waythat leaders and followers raise one another tohigher levels of motivation and morality...


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Transactional leadership has been thetraditional model of leadership with its roots froman organizational or business perspective in the

bottom line.

Transactional Leadership Transformational Leadership


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Is preoccupied with power and position,politics and perks

Is preoccupied with purposes andvalues, morals, and ethics

Is short-term and hard data orientated Is orientated toward long-term goalswithout compromising human values

and principles

Focuses on tactical issues Focuses more on missions andstrategies

Follows and fulfils role expectations bystriving to work effectively within

current systems

Designs and redesigns jobs to makethem meaningful and challenging


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LEADERSHIP STYLES IN THE WEST

Directive Participative

Empowering: relatively new, and stressesdelegation of responsibility to subordinates.

Charismatic Celebrity (superstar):It looks outside the

company to the impact on otherscustomers andinvestors

Ordinarily it requires good looks, a dramatic style,and an ability to deal effectively with the media

The CEO becomes a star and is sought after by themedia like a screen star


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There are nine key qualities that research showspeople seek in a successful western leader:

Passion Decisiveness

Conviction

Integrity

Adaptability

Emotional Toughness

Emotional Resonance

Self-Knowledge Humility


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EXAMPLES OF WESTERN LEADERSHIPFRAMEWORKS IN PRACTICE

Philips Leadership CompetenciesSix Leadership Competencies define the behaviorthat is required to achieve business success inPhillips.

Shows determination to achieve excellentresults

Focuses on the market

Finds better ways

Demands top performance

Inspires commitment

Develops self and others


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Federal Express Leadership Qualities

FedEx has a system for rating aspiring leaders

according to 9 attributes Charisma

Individual consideration

Intellectual stimulation

Courage Dependability

Flexibility

Integrity

Judgement

Respect for others


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Vodafone Global Leadership Competencies

The Vodafone leadership competencies

underlying their Global Leadership Programmeare divided into five categories:

Values communication

International team development

Strategic vision Building organizational capability

Commercial drive


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WESTERN LEADERSEXAMPLES

Steve Jobs A Charismatic Leader

And also is a TransformationalLeader, meaning heis passionate and enthusiastic about what he does. He

creates visions and injects energy and motivation intohis team.

Enigma to many at his office as well as people inbusiness circles

source of motivation and inspiration by his employees

His charisma enables him to increase enthusiasm ofhis employees (job involvement) to achieve more bydoing seemingly impossible tasks, and also convincecustomers to buy Apple products


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COMPARISON OF THE TWOLEADERSHIP STYLES

1) The first difference, dealing with employeebetween the two leadership styles is: Japan believesin lifetime employment and lifetime leadershipwhereas the US has a very short-termapproach.

Unlike Japan that has very rare lay-offs, lay-offs inthe United States are quite frequent.

2) The second difference between the two styles isregarding the career paths. While Japanese

leaders encourage a more general career path,espousing job rotation to a great extent, Americanleaders choose the approach of specialization andjob rotation is not a common practice at all
http://www.blurtit.com/q4182557.htmlhttp://www.blurtit.com/q4182557.html


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3) As for the decision-making styles, Japaneseleaders seek the consensus of all the group

members who are relevant to the decision,incorporating a democratic approach.

In the case of the corporate leaders of the US,they believe in making individual decisions andmutual consent for the decision is not necessary.

Japanese and U.S. managers basically have adifferent philosophy of managing people.
http://www.blurtit.com/Arts_Literature/Languages/Translations/Japanese/http://www.blurtit.com/Arts_Literature/Languages/Translations/Japanese/


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CONCLUSION

Comparison of seven key characteristicsthat come from William Ouchis Theory Z,which combines Japanese and U.S.assumptions and approaches .

It shows Japanese leadership approach isheavily group oriented, paternalistic, andconcerned with the employees work andpersonal life. The U.S. leadership approachis almost the opposite.

JAPANESE VS U S LEADERSHIP


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JAPANESE VS. U.S. LEADERSHIPSTYLES

26/3/2003

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Philosophical dimensions Japanese approach U.S.

approach

1.Employment

2.Evaluation and promotion

3.Career paths

4.Decision making

5.Control mechanism

6.Responsibility

7.Concern for employees

Often for life; layoffs

are rare

Very slow; big promos

may take 10 years

Very general; people

become familiar with

all areas

Group decision-making

Very implicit & informal

Shared collectively

Involves business and

social life

Usually short-term;

layoffs are common

Very fast; those not

promoted quit

Very specialized;

people tend to stay in

one area

Individual Manager

Very explicit

Assigned to individual

Involves work life only


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Presented By:

ASTHA CHARUL

HEMLATA

JAMUNA

KHUSHBOO

MANSI

Documents

2003_jpns wstrn ldrshp