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Differences between Japanese and U.S. Leadership Styles

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Differences between Japanese and U.S. Leadership Styles

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-In a number of ways, Japanese leadership styles differ from those in the United States.
-Note in the table that the Japanese leadership approach is heavily group-oriented, pater- nalistic, and concerned with the employee's work and personal life.

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- Japan is well known for its paternalistic approach to leadership
- Japanese culture promotes a high safety or security need

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The new generation group scored significantly higher on individualism than did the current and older generation groups.

The new generation leaders scored significantly lower than the other two groups on collectivism and Confucianism.

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- According to comprehensive research by Haire, Ghiselli, and Porter, Japanese leaders have significant trust in the overall abilities of their subordinates and use a style that allows people to actively participate in decisions.
- Japanese leaders have considerable confidence in the overall abilities of their subordinates and use a style that allows people to actively participate in decisions.

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-By contrast, U.S. executives are taught and tend to use variety reduction, which is the limiting of uncertainty and the focusing of action on a limited number of alternatives. Through acculturation, patterning, and mentoring, as well as formal training, U.S. managers tend to limit the scope of questions and issues before them, emphasize one or two central aspects of that topic, identify specific employees to respond to it, and focus on a goal or objective that is attainable.
-Another major reason accounting for differences in leadership styles is that the Japanese tend to be more ethnocentric than their U.S. counterparts.

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- The leadership process used by Japanese managers places a strong emphasis on ambiguous goals.

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These new managers grew up during the “Social Reform Era”

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Subordinates are typically unsure of what their manager wants them to do

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Leadership styles similar to those of Western managers.

The new generation of leaders may well use leadership styles similar to those in the West, something that has also occurred in Japan

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- The leader is able to maintain stronger control of the followers because the latter do not know with certainty
what is expected of them
- By placing the subordinates in a position where they must examine a great deal of information, the manager ensures that the personnel are well prepared to deal with the situation and all its ramifications
-  The approach helps the leader maintain order and provide guidance, even when the leader is not as knowledgeable as the followers.

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Attitudes of European Managers toward Leadership Practices

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Attitudes of European Managers toward Leadership Practices

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Research on leadership approaches in Europe has primarily focused on decision making, risk-taking, strategic planning, and organization design.

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- British managers tend to use a participative approach, delegating authority and allowing middle- and lower-level managers to handle decision-making.

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- French and Germans prefer a work-centered, authoritarian approach, with labor unions potentially reducing participative management in Germany.

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- Scandinavian countries, however, widely use participative leadership, with worker representation on boards and high management-worker interaction regarding workplace design and changes.

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Anglo leaders tend to have more faith in the capacity of their people for leadership and initiative than do the other clusters. They also believe that sharing information and objectives is important.

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 Specifically, the researchers investigated four areas relevant to leadership base on Theory X and Theory Y

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 Specifically, the researchers investigated four areas relevant to leadership base on Theory X and Theory Y

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Capacity for leadership and initiative

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Sharing information and objectives

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Participation

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Internal control

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Internal control

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age also had some influence on participative attitudes.

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Higher-level managers tended to express more democratic values than lower-level managers

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Company size also tended to influence the degree of participative-autocratic attitudes.