# data[].attributes.body
Believe that there exist clear distinctions in characteristics and behaviors "leader" and "manager".

Some believe that leaders are born, but managers can be shaped.

# data[].attributes.body
MNC face a new challenge: clarifying the seemingly dichotomous roles of managers and leaders to ensure a cohesive vision going forward.

It has been postulated that managers may provide leadership and leaders perform management functions. But managers don’t perform the unique functions of leaders.

# data[].attributes.body
Behaviors of managers vary greatly, but fundamentally they tend to follow company objectives and rules while attempting to maintain stability as they react to inevitable change.

Leadership is more difficult to articulate as views of what makes a leader are inconsistent across studies. Leader status is not something that can be learned, but something that must be earned through respect.

# data[].attributes.body
Leaders guide and motivate team members and are extremely visible. While managers often merely focus on reaching objectives by mastering financial information, leaders work to get the right people in the right positions and motivate them; money matters become a secondary objective.

# data[].attributes.body
Many firms are beginning to search for an all-encompassing package of skill sets, and while it is imperative for the survival of a business to have both managers and leaders, it is extremely difficult, if not impossible, to find someone who fits the inclusive

The manager-leader must exhibit the ability to focus on the future while maintaining current organizational trends.

Internationally, we assume a high level of overlap in characteristics.

# data[].attributes.headline
The Managerial Grid Performance: A Japanese Perspective

# data[].attributes.subject
The Managerial Grid Performance: A Japanese Perspective

# data[].attributes.body
The managerial grid visually compares leadership behaviors, with participative leaders at 9,9, paternalistic leaders around 9,5, and autocratic leaders closer to 9,1 on the grid.

# data[].attributes.body
A study on Japanese participants examined leadership styles' impact on achievement motivation. Four styles were tested: performance-focused autocratic (9,1), group-maintenance-oriented (1,9), performance-maintenance combining both (9,9), and absentee (1,1).

# data[].attributes.body
Results showed that the participative style (9,9) combining task orientation with people focus was most effective in motivating employees, fostering warmth, encouragement, and task completion support.

# data[].attributes.body
In high-achieving groups, the participative (9,9) leadership style was most effective throughout all phases, followed by the authoritarian (9,1) style initially, but the maintenance (1,9) style became more relevant later on.

# data[].attributes.body
This suggests that personal relationships become more significant as familiarity between supervisor and subordinate increases. The absentee (1,1) style was consistently ineffective.

# data[].attributes.body
Among low-achieving groups, the authoritarian (9,1) leadership style was most effective, followed by maintenance (1,9) initially but with eventual negative outcomes. Participative (9,9) style was moderately ineffective initially but improved over time.

# data[].attributes.body
Low-achieving individuals are motivated by extrinsic factors, preferring authoritarian direction initially and later responding to participative leadership after familiarity develops. Absentee leadership initially yields satisfactory production but declines over time, suggesting subordinates' initial activity due to uncertainty.

# data[].attributes.body
The absentee (1,1) style was initially effective but declined after the fifth session. High-achieving individuals are driven by intrinsic factors, thriving in a creative and supportive environment under participative leadership.

# data[].attributes.body
The study's results, while not Japan-specific, are supported by findings from other high-achieving societies like Korea. Korean firms increasingly favor participatory (9,9) leadership, reflecting traits such as harmonious relationships, creativity, motivation, future orientation, and sense of duty in employees.

# data[].attributes.body
These findings highlight cultural differences in leadership expectations and have implications for leadership in international contexts.