美国和日本领导阶层的概念 [4]
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论文字数:2894论文编号:org201509252159274778语种:英语 English地区:加拿大价格:免费论文
关键词:Cultural dimensionTransformational Leadership
摘要:每个国家都有适合自己文化的领导实践,本文通过Hofstede关于文化的五个维度对比因素分析法,对以美国为代表的西方文化和以日本为代表的东方文化的领导层进行分析,了解不同文化中的领导阶层的相似和不同之处。
istic, masculine, low uncertainty avoidance and short term oriented in the cultural dimension. Therefore it is more suitable for United States leaders to use participative, supportive leadership and implement the reward and punishment (Dorfman, Hibino, Lee, Tate & Bautista, 1997).
Participative leadership can be used because the fact that United States is a country with high individualistic and also strongly hold to democratic system. However it is not the case for directive leadership because most workers in United States are highly educated with skills and experience (Kerr & Jermier, 1978). Supportive leadership is also acceptable due to moderate to strong relationship of leaders and followers (Indvik, 1986 cited in Dorfman, et al., 1997).Due to the materialistic nature of United States culture the reward and punishment system is effective. According McClelland & Boyatzis (1982) high individualism and high achievement is also factors leveraging the effectiveness of reward and punishment in United States. Thus leaders in this country should use these different leadership styles depending on the demand of situations to effectively lead the people in the organization.
日本领导-Japanese Leadership
Japanese is regarded as a country with high power distance, moderately collectivist, more feminine, low uncertainty avoidance and long term orientated. Arguably, external pressure arising from the expansion of globalization will eventually force Japanese to converge towards the western values and norms that are deemed to be global and standardized (Frenkel, 1994 as cited in Dalton & Benson, 2002). Ornatowski (1998) also concurred to the notion of forces of globalization of creating one world market will lead to standardization of management practice across the globe including ending Japanese-style Leadership. However, Dalton & Benson (2002) observed although Japanese firms are undergoing transformational phase of “westernize” management practices, the effort fall short as constraints exist by strong employment security enforced and supported by legal framework, traditional management values, government policy and advocating position from enterprise union prevail.
Therefore Japanese leaders, directive, supportive, rewarding system is more appropriate (Dorfman, et al., 1997). Directive and supportive leadership style is acceptable because of the Japanese has their own mentor relationship system “sempai-kohai” which can not be found in United States. This relationship system can increase the personal bond between leaders and followers (Chen, 1995 as cited in Dorfman, et al., 1997). The participative leadership style is not acceptable because the power distance of leaders and followers in Japan is relatively high. And because of the cultural value and the loyalty to the company, rewarding can have more influence rather than punishing system.
变革型领导-Transformational Leadership
Transformational leaders have several attributes that are universally seen as contributing to outstanding leadership (Hartog et al., 1999). Luthans & Doh (2009) suggest that those attributes can be characterized into four interrelated factors: idealized influence, Inspirational Motivation, Intellectual stimulation and Individualized consideration.
Transformational leaders are the source of charisma and they increase the co
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