 Leadership

 The process by which a person exerts influence

over others and inspires, motivates and directs
their activities to achieve group or organizational
goals.
 Effective leadership increases the firm’s ability to meet
new challenges.
 Leader
 An individual who is able to exert influence over
other people to help achieve group or
organizational goals

13–2
 Leaders are Emotionally Mature :display
emotional maturity in every kind of situation
they face
 Leaders Display Assertiveness: They
know what they want and need, and go
about achieving it assertively
 Self-Confidence:

 Work hard

 Self-Awareness

 Building Relationships
 Japanese Leadership
Approaches
 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 and
being a good member.
 Japan is well known for its paternalistic
approach to leadership
 Japanese culture promotes a high safety or
security need, which is present among home
country–based employees as well as MNC
expatriates
FACTORS LEADING TO JAPANESE
LEADERSHIP

 1.consensus : The leader makes the final decision,

but only after taking into consideration the opinions
of 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 personal

achievement, one would begin a meeting by
explaining one’s accomplishments. Japanese would
see this as boastful. They value modesty and
respect for the other person.
 5. Group issues together: consider issues in
groups rather than one at a time. They need to
see how all factors relate to and affect each
other
 6. Gather information : The key activity is
fact gathering. You should be prepared with
detailed 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
 8. Participative management: Decisions are
made from the bottom up; everyone is
consulted regardless of their rank
 9.Etiquette & protocol :

• Be Punctual

• Call by title etc.

o 10.Relationship oriented:

• Dislike debate, will withdraw it the other side

becomes too aggressive
• Would like to know everything about the other
party
JAPANESE LEADERSHIP
APPROACH
 Based on these factors we can say that the
best type of leadership style that would be
most effective for the Japanese would be the
participative 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 belief in the
capacity of subordinates for leadership and
initiative
o On goals achievement whole group is
recognized and rewarded.
 JAPANESE LEADERSHIP
MODELS
 We will consider three ‘aspects’ of
leadership:
 Positional models of leadership will tell
us the absolute role that the leader occupies
 Functional models will consider the
relationship between leader and
subordinates; and
 Stylistic models will consider how
leadership is exercised. They provide a
useful initial set of categories for
considering leadership in Japan.
 1.POSITIONAL MODELS

 Describes the overall role of leader

 Divided into 2 parts:

 The Agrarian Model and

 The Imperial model
.
 A) AGRARIAN MODEL
 What Japan looked for in its leaders was neither
decisiveness nor foresight, but a gentleness that
helped work proceed smoothly and a spirit of
self- sacrifice.
 Key characteristics:

 Calm consensus building through a process

called nemawashi- seeking to ‘get people on
board’ by a careful process of persuading each
individual stakeholder before making an
announcement.
 Leaders are expected to be not forceful and
domineering, but sensitive to the feeling of
others
 Their qualities of leadership should be shown by
the warmth of their personalities and the
admiration and confiidence they inspire rather than
by the sharpness of their views or the vigor of their
decisions. What the American might consider as
desirably strong leadership causes suspicion and
resentment in Japan.

 However, as in all consensus-based leadership, the

role of the leader is not diminished—it is still the
leader’s responsibility to produce the ideas on
which everyone is expected to agree, and the
leader now requires a different set of political skills
in acquiring such consensus.
 B)THE IMPERIAL MODEL

 In the imperial model, status is ascribed

rather than attained; leaders do not become
leaders because of their ability, but achieve
ability because they are leaders.
 2. FUNCTIONAL MODELS

 This model gives the detail of the leader’s

activities; how the leaders do their jobs.
 Divided into 3 types:

a) Nakane’s “weak leaders”

b) sensei-deshi Leadership

c) Symbolic and centralized leadership

 A) NAKANE’S “WEAK LEADERS”

 Chie Nakane’s theory of Japan says that a

leader is not an external influence upon their
group, but is an inseparable part of it.

 the leader is expected to merge their identity

with that of the group and

 cannot avoid but develop emotional and

personal ties to their subordinates,
particularly over an immediate small group.
 These ties produce the phenomenon of
amae, which Japanese describes as follows:
...a kind of love between persons of
different ranks , with indulgence shown
to younger and respect given to the
elders . The idea is always to do more
than a contract or agreement obliges
you to...

 In a culture oriented around personal and

emotional ties, a dominating leader is
undesirable
 B) SENSEI-DESHI LEADERSHIP

 Apart from the concept of amae, another of the

principle relationships in Japanese culture is
between sensei, the teacher/authority figure,
and deshi, the pupil.
 The influence that a sensei has over their deshi
extends not only in the attributed relationship but
in the frame relationship.
 For instance, a university professor may continue
to be a source of advice and inspiration for his
students long after graduation; it is not uncommon
for senior politicians, for instance, to follow the
directions of their sensei when entering
government.
 C) SYMBOLIC AND CENTRALIZED
LEADERSHIP
 While the sensei-deshi model works well for
relatively flat hierarchies and small groups,
leaders of larger organizations often seek to
exercise influence more widely than their
immediate group.
 In the Japanese context it is the responsibility of
the management to communicate the ideas of
the leadership to the subordinates and ensure
their implementation
 Within this basic architecture, the range of power
of the leader forms a continuum, between being
a symbolic figure in the agrarian tradition whose
role is to create the atmosphere and situation in
which management can work freely and
effectively.
 3. STYLISTIC MODELS

 Final dimension along which we will examine

Japanese leadership patterns is that of the
transformational-transactional continuum.
 On the whole, Japanese leadership can be
characterized by a much more
transformational dynamic than that of the
West;
 A Japanese leader is interested in his
subordinates primarily and the task in hand
only secondarily.
 They call this dynamic ‘super-subordination’.
 The subordinate’s opinions and wishes will
enter deeply into his considerations. In fact,
the better and greater the leader, the more
strongly is this tendency revealed.
 Indeed, a study of Japanese leaders showed
that ‘the most effective leaders are those
who score high on both task-oriented and
socio-emotional measures of leadership.
 A truly transformational leader is one who
inspires and enables his subordinates
 SOICHIRO HONDA: A LEADER COMPRISING
ALL THE CHARACTERISTIC OF JAPANESE
MODEL

 Japanese industrialist, the founder of Honda

Motor Corporation.
 He was a simple man and people followed
him as he inspired them.
 Honda created the vision - a view of the
future that excited people and directed them
toward the goal
 Research has shown that Honda is an
exemplary leader who has built his success
on ‘failures’.
 He believed ‘failures’ are essential for
achieving the real success.
 Team building skills are necessary for an
exemplary leader, such as Honda

 These skills are obligatory for effective work

of a company and better understanding of
team work can help a leader and an
employee become more effective in the
corporation.

 He had the ability to go through one failure

after the other and to stay the same person
with the same dreams and aspirations.

 The research of the events has shown that

Honda was the innovative leader who
encouraged a culture of experimentation
 He injected enthusiasm and energy into people
around him and they helped him to achieve
great things.

 Soichiro Honda was a transformational

leader and working for him was a wonderful
and uplifting experience.

 Soichiro Honda was a true leader who had

the ability to create a healthy working
atmosphere within the team. Honda focused
efforts and activities of a team for achieving the
desired goal – effective and successful team
work.

 It was Honda’s leadership and vision that made

his corporation successful on a world scale.
 He set clear goals and everyone accepted
them. 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 to
their mistakes, they loved and respected him.
WESTERN LEADERSHIP: INTRO
 Western leadership is comprised of the executives
and managers who run a company.
 It occurs when a company foresees ultimate
success from the strong leaders that run its daily
operations.
 Leaders themselves are responsible for effectively
managing the company's resources, working with
advertising teams and inspiring others to do their
best work.
 They also envision ways to improve the company
from the perspective of overall involvement.
Ultimately, the actions and decisions of
executives are what is referred to as western
leadership
 WESTERN LEADERSHIP
MODELS

1. Fiedler’s Contingency Model

2.The Hersey-Blanchard Model of Leadership  

3. Tannenbaum & Schmidt’s Leadership Continuum

4.Adair’s Action-Centered Leadership Model

5. Transactional and Transformational Leadership

 
 1. FIEDLER’S CONTINGENCY MODEL

 Fiedler's contingency theory postulates that there

is no single best way for managers to lead.
 Situations will create different leadership style
requirements for a manager.
 The solution to a managerial situation is
contingent on the factors that impinge on the
situation.
 For example, in a highly routine (mechanistic)
environment where repetitive tasks are the norm,
a relatively directive leadership style may result in
the best performance, however, in a dynamic
environment a more flexible, participative style
may be required.
 Fiedler looked at three situations that could define the
condition 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 the
manager possess?
 Managers were rated as to whether they were
relationship oriented or task oriented
 Task-motivated leaders are at their best when
the group performs successfully such as achieving a
new sales record or outperforming the major
competitor.
 Relationship-oriented leaders are at their best
when greater customer satisfaction is gained and a
positive company image is established
 2)HERSEY-BLANCHARD MODEL
OF LEADERSHIP
 Also takes a situational perspective of leadership.
 This model posits that the developmental levels of a
leader's subordinates play the greatest role in
determining which leadership styles (leader behaviors)
are most appropriate.
 Their theory is based on the amount of direction (task
behavior) and socio-emotional support (relationship
behavior) a leader must provide given the situation
and the "level of maturity" of the followers.
 Task behavior :leader engages in one-way
communication.
 Relationship behavior : two-way communication
 Maturity is the willingness and ability of a
person to take responsibility for directing his or
her own behavior
 In summary therefore leader behaviours fall along
two continua:

Directive Behaviour Supportive Behavior

One-Way Communication Two-Way Communication

Followers' Roles Clearly Listening, providing

Communicated support and
encouragement
Close Supervision of Facilitate interaction
Performance Involve follower in
decision-making
 3)TANNENBAUM & SCHMIDT’S
LEADERSHIP CONTINUUM
 Contingency theorists Tannenbaum and Schmidt
suggested the idea that leadership behavior varies
along a continuum and that as one moves away
from the autocratic extreme the amount of
subordinate participation and involvement in
decision taking increases.
 Four main leadership styles:

 Autocratic

 Persuasive: believes that people will be better

motivated if they are persuaded that the decisions
are good ones. Does a lot of explaining to
overcome any possible resistance to what he or
she wants to do
 Consultative: leader confers with the group
members before taking decisions and considers
their advice and their feelings when framing
decisions.
 decision and the full responsibility for it remain
with the leader but the degree of involvement by
subordinates 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 and
invite discussion. The leader's role is that of
conference leader, or chair, rather than that of
decision taker. He or she will allow the decision to
emerge out of the process of group discussion,
instead of imposing it on the group as its boss (the
Joining style).
 4)ADAIR’S ACTION-CENTERED
LEADERSHIP MODEL
 John Adair has a long pedigree in the world of
leadership.
 The Adair model is that the action-centered
leader 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 (task structuring)

 support and review the individual people doing

it.
 Co-ordinate and foster the work team as a
whole
 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
 Individual support & Review
 attend to personal problems
 praise individuals
 give status
 recognize and use individual abilities
 develop the individual
 5)TRANSACTIONAL AND
TRANSFORMATIONAL LEADERSHIP
 James McGregor Burns writing in his book
‘Leadership’ was the first to put forward the concept
of “transforming leadership”.
 To Burns transforming leadership “is a
relationship of mutual stimulation and
elevation that converts followers into leaders
and may convert leaders into moral agents”.
 “[Transforming leadership] occurs when one or
more persons engage with others in such a way
that leaders and followers raise one another to
higher levels of motivation and morality...
 Transactional leadership has been the
traditional model of leadership with its roots from
an organizational or business perspective in the
‘bottom line’.
Transactional Leadership Transformational Leadership
Is preoccupied with power and position, Is preoccupied with purposes and
politics and perks values, morals, and ethics
Is short-term and hard data orientated Is orientated toward long-term goals
without compromising human values
and principles
Focuses on tactical issues Focuses more on missions and
strategies
Follows and fulfils role expectations by Designs and redesigns jobs to make
striving to work effectively within them meaningful and challenging
current systems
 LEADERSHIP STYLES IN THE WEST

 Directive
 Participative

 Empowering: relatively new, and stresses

delegation of responsibility to subordinates.
 Charismatic

 Celebrity (superstar):It looks outside the

company to the impact on others—customers and
investors
 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 the
media like a screen star
 There are nine key qualities that research shows
people seek in a successful western leader:
 Passion
 Decisiveness
 Conviction
 Integrity
 Adaptability
 Emotional Toughness
 Emotional Resonance
 Self-Knowledge
 Humility
 EXAMPLES OF WESTERN LEADERSHIP
FRAMEWORKS IN PRACTICE
 Philips Leadership Competencies
Six Leadership Competencies define the behavior
that is required to achieve business success in
Phillips.
 Shows determination to achieve excellent
results
 Focuses on the market
 Finds better ways
 Demands top performance
 Inspires commitment
 Develops self and others
 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
 Vodafone Global Leadership Competencies
  The Vodafone leadership competencies
underlying their Global Leadership Programme
are divided into five categories:
 Values communication

 International team development

 Strategic vision

 Building organizational capability

 Commercial drive
 WESTERN LEADERS
EXAMPLES

 Steve Jobs
 A Charismatic Leader
 And also is a Transformational Leader, meaning he
is passionate and enthusiastic about what he does. He
creates visions and injects energy and motivation into
his team.
 Enigma to many at his office as well as people in
business circles
 source of motivation and inspiration by his employees
 His charisma enables him to increase enthusiasm of
his employees (job involvement) to achieve more by
doing seemingly impossible tasks, and also convince
customers to buy Apple products
 COMPARISON OF THE TWO
LEADERSHIP STYLES
1) The first difference, dealing with employee
between the two leadership styles is: Japan believes
in lifetime employment and lifetime leadership
whereas the US has a very short-term
approach.
 Unlike Japan that has very rare lay-offs, lay-offs in
the United States are quite frequent.
2) The second difference between the two styles is
regarding the career paths. While Japanese
leaders encourage a more general career path,
espousing job rotation to a great extent, American
leaders choose the approach of specialization and
job rotation is not a common practice at all
3) As for the decision-making styles, Japanese
leaders 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 and
mutual consent for the decision is not necessary.
 Japanese and U.S. managers basically have a
different philosophy of managing people.
 CONCLUSION
 Comparison of seven key characteristics
that come from William Ouchi’s Theory Z,
which combines Japanese and U.S.
assumptions and approaches .
 It shows Japanese leadership approach is
heavily group oriented, paternalistic, and
concerned with the employee’s work and
personal life. The U.S. leadership approach
is almost the opposite.
JAPANESE VS. U.S. LEADERSHIP
STYLES
Philosophical dimensions Japanese approach U.S.

26/3/2003
approach

1.Employment Often for life; layoffs Usually short-term;

are rare layoffs are common

2.Evaluation and promotion Very slow; big promos Very fast; those not
may take 10 years promoted quit

3.Career paths Very general; people Very specialized;

become familiar with people tend to stay in
all areas one area

4.Decision making Group decision-making Individual Manager

5.Control mechanism Very implicit & informal Very explicit

6.Responsibility Shared collectively Assigned to individual

48
7.Concern for employees Involves business and Involves work life only
social life
 Presented By:

 ASTHA
 CHARUL
 HEMLATA
 JAMUNA
 KHUSHBOO
 MANSI