Leadership and performance in Japanese R&D teams

Abstract

This study examined the relative influence of transformational and gatekeeping leadership on team performance in a study of researchers working in industrial R&D teams in Japan. Potential effects of both internal and external communication and group norms for consensus were studied as possible mediating influences on the leadership-performance relationship. Results found that, while both forms of leadership enhanced communication processes within and between groups, only gatekeeping leadership served to reduce group norms for consensus. As a result, team cultures became somewhat more accepting of expressions of divergent opinions and new ideas from various team members, an important factor in R&D innovation and performance. By contrast, transformational leadership served to create team cultures in which divergence from group norms by various members was discouraged, leading to fewer innovative ideas and no performance increment. Results are discussed both in the context of the unique Japanese work environment and in the larger context of leadership processes across regions and cultures.