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action, concern of others, acceptance to change, self indulgence and pleasure and decrease the conformity, tradition and security (Schwarz & Sagie, 2000).

男性-女性-Masculinity - Femininity

The values that is dominant in masculine societies are the materialistic objectives, not caring for others and assertiveness while feminine society have different values such as quality of life, social relationship and caring for others (Hofstede, 2001). Again the U.S and Japan is in the opposite side of this dimension. Leadership in U.S does not tolerate poor performance in the organization while its counterpart the Japanese allow poor performance if the subordinate is to learn from the mistakes.
This dimension is also linked explicitly with the gender differences. In the research conducted by Wu & Minor (1997) comparing female managers in United States Japan and Taiwan they found out those female managers in United States tend to be more practical and aggressive compared to their counterpart in Japan and Taiwan. Even though there are significant differences in leadership of female managers in United States and Japan, it seems that in both countries leadership role is dominated by male compared to female, despite both nation acceptance of equality in gender.

不确定性回避-Uncertainty avoidance

Uncertainty avoidance is defined as the degree to which certain culture willing to take or reject the risk associated with the decision (Hofstede, 1980, 2001). In relation to leadership this dimension does not explain directly how a leader in certain culture, rather it explain on one of the aspect of leaders criteria based on their loyalty to the organization. Glinow et al. (1999) suggest that in a country where the uncertainty avoidance is high loyalty is significant factor and leaders is perceived as giving a behavioral model for their subordinate, however in the countries where uncertainty avoidance is low this is not a factor.
For instance Japanese workers which is categorized in culture with high uncertainty avoidance values their job highly and most likely to be the important part of their personal life, especially if they work in large corporation (Ouchi & Jaeger, 1978). This phenomenon will not be found in United States where the uncertainty avoidance is low. The system in most western countries is based on a person achievement. One can be a leader as long as they have sufficient ability and capability to regardless the period of working in the company.

未来取向-Future orientation

The final culture dimension added by Hofstede (2001) and it is simply state that certain country's cultural orientation is on the long term while other is short term. Japan is one of the countries that are categorized in the long term. As pointed out by Alston (1989) that the Japanese leaders evaluate the activities in term on the long term development of organization. This is in congruence with their high loyalty to organization. On the other hand the United States is mostly oriented to the short term because of their achievement based value.

美国的领导-United States Leadership

United States has been the subject in this essay as the country that highly represents the low context culture. The culture has the characteristics of low power distance, high individual