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nfidence, loyalty or followers by providing vision that the later accept. The effectiveness of leader's charisma is follower dependent especially if there was a significant change or crisis preceding (Northouse, 2001 as cited in Reave, 2005). Moreover Yukl (1998) as cited in Hartog et al. (1999) stressed that there is a negative consequences for followers to follow the leader if they have low self esteem. Nevertheless this factor of transformational leadership is accepted across culture. Transformational leaders are also extremely effective in articulating their vision and providing sense of purpose to the followers to idealize their influence. There are certain ways to communicate a vision leaders vision the followers such as soft spoken manner of Ghandi and bold manner of J.F. Kennedy (Hartog et al., 1999).
These leaders have the capacity to stimulate their followers mind in challenging the old paradigm and accept new one in order to bring change and fulfill the vision. This can also mean that followers in organization are empowered by leaders to be more creative and by doing so bring more value to organization itself and being closer to the desired vision (Fry, 2003). Lastly the leaders that are categorized as transformational leaders are able to recognize the needs of their followers and fulfill those needs by their individualized consideration. This will enhance the trust and loyalty of their followers. High loyalty of followers can realize the achievement or vision and mission in more effective manner which is build by trust between leaders and their followers. This trust is one of the most important variables in leadership (Yukl, 2006 as cited in Jung, Yammarino & Lee, 2009).

结论-Conclusions

Firstly it can be concluded that despite Japan and United States have the same ideology of capitalism, the cultural value of each country have a very significant impact on the Japanese and United States' Leadership style. Though the cultural dimension is treated one by one in contrasting Japan and United states, it is also true that those five dimensions can simultaneously affect the value and belief that is important for both leaders and followers (Offermann & Hellmann, 1997). And congruence in value and belief with the culture increase the effectiveness and acceptance of the contingency theory (House & Aditya, 1997).Secondly there are some aspects of leadership that is acceptable across the cultural differences. For instance the Transformational leadership mentioned earlier. That is affected not only by leaders but also the followers are important factor to consider.

These findings can be used by leaders and managers in organization, especially when they are faced with situation to lead people from different cultural background. It is also not limited only in organizational level but also for personal understanding to better learn and develop their leadership quality.

参考文献-References

Alston, J. P. (1989). Wa, Guanxi, and Inhwa: managerial principles in Japan, China and Korea. Business Horizons, 32(2), 26-31.

Dalton, N. & Benson, J. (2002). Innovation and change in Japanese Human Resource Management. Asia Pacific Journal of Human Resources, 40, 345-362.

Dorfman, P. W., Hibino, S., Lee, J. K., Tate, U. & Bautista, A. (1997). Leadership in Western and Asian countries: Comm