Chapter 2 dealt about the importance of leaders to share their
visions and ideals to their adherents through visible gestures and symbols. Perkins
also illuminated that the presence of a leader itself is “a unique source of
energy” that keeps a group mobilized. I thought that in Japanese or other Asian
societies where people are used to strict hierarchies, it is vital to instill
this idea of a leader, as the one who provides “a unique source of energy” to
the group, as people adopt the sympathetic type of leaders we had discussed so
far. Particularly in Japan, being respected is an important quality of a leader
as they often stand in the highest point of the hierarchy. Mike Bloomberg’s
style of symbolizing sympathy with his group which was introduced in class
today may not be appropriate in Japan where people value the traditional
culture of hierarchy. I agree that adherents may feel more sympathy from the
leader this way, however expressing the idea of equity within a group through
Bloomberg’s style may cause confusion or in worst cases, leaders may be
underrated as a co-worker rather than a symbol of authority. To avoid this from
happening, Japanese leaders should not forget to sustain their role as “a
unique source of energy” simultaneously while showing more sympathy to their
adherents.
Takumi, I also think that Japan's system makes it difficult for leaders to become friendly with his/her coworkers. We see leaders of companies and such as very highly respected people who are beyond our reach. Whenever we talk about CEOs in the States who are very interactive with their peers, I can't really picture it happening in Japan since everyone is so proper and overly polite when talking to their leaders.
返信削除Good point about the cultural differences between what is expected and required of a leader in Japan versus a less hierarchically structured culture. I am hoping we can ask Mr. Kitashiro about this very point as it comes up again and again.
返信削除Takumi, I really liked this post:)
返信削除I totally agree with you when you say Bloomberg's style would not fit in a country as conventional as Japan. In Japan a leader is more of a (borrowing your words) 'symbol of authority' rather than an actual leader in the western sense. Perhaps it is more important to maintain that status than to actually bring meanings into the role.
Shiho