Leadership Styles in Japanese Company

Paper Summary:

This paper examines the U.S.-based microelectronics sales and marketing company of a large Japanese corporation. The president of the company does not have an effective leadership style. In the past five years, 3 company vice-presidents have been asked to leave the company after challenging the president's ideas. The president exerts very strong organizational power, and has a leadership style that does not vary with different situations. This has led to an unmotivated workforce that is unable to meet its performance goals. This paper analyzes the president's leadership style, how his leadership style needs to change, and how this change might impact the organization. It also defines specific leadership theories and models that might be applicable to the current situation. The paper includes tables and illustrations. Paper Outline: Background Problem Statement Literature Review What is Leadership? Organizational Power Trait Theory of Leadership Behavioral Theory Situational Contingency Theory Problem Analysis Problem Solution Conclusion and Reflection References

From the Paper:

"As attention increased to those leadership traits that were learned, as opposed to inherited, theorists began to focus on leadership behaviors (Smith 1993). Attempting to learn what a successful leader does is called behavioral theory (Davis 1979). The initial basis for this theory is the idea that there is "one best leadership style". This idea was based on Frederick Taylor's earlier concept of "one right way". Further exploration of behavioral theory was accomplished through studies done by Ohio State and University of Michigan researchers. Although each study used different terminology to describe leadership, they are generally referred to as task orientation and employee orientation."

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