Leadership preferences in Japan: an exploratory study

Abstract

PurposeThe paper aims to explore Japanese followers' leadership preferences and consider the suitability of Bass and Avolio's full‐range leadership model in Japan.Design/methodology/approachA qualitative approach is used predominantly, including template analyses and several content analyses. Data collection is divided into two phases: Phase 1 was conducted by semi‐structured interviews and Phase 2 by questionnaires.FindingsResults suggest the unsuitability of Bass and Avolio's full‐range leadership model in a Japanese context, indicate some impact of cultural changes in Japan, and identify liberal, trust, punctual, network, protective, and after‐five as Japanese culture‐specific preferred leadership styles.Research limitations/implicationsThe paper indicates that in a Japanese context not only is the new leadership approach of Bass and Avolio's model of value but also the traditional approach of House's path‐goal theory. Whilst the qualitative data of this study give insight into existing theories and leadership perspectives in Japan, findings should be further examined in future research.Practical implicationsThe paper offers guidance for leaders who deal with Japanese followers by identifying leadership styles within Bass and Avolio's model, and culture‐specific leadership styles which are particularly preferred by Japanese followers.Originality/valueThis paper identified that, building upon Bass and Avolio's and House's leadership theories, a new Japanese leadership model, which particularly suits contemporary Japanese followers' leadership preferences, should be developed.