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An Empirical Test Of The Situational Leadership® Model In Japan

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An Empirical Test Of The Situational Leadership® Model In Japan

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dc.contributor.author Yoshioka, Riho en_US
dc.date.accessioned 2007-08-23T01:56:44Z
dc.date.available 2007-08-23T01:56:44Z
dc.date.issued 2007-08-23T01:56:44Z
dc.date.submitted May 2006 en_US
dc.identifier.other DISS-1317 en_US
dc.identifier.uri http://hdl.handle.net/10106/437
dc.description.abstract Since the collapse of the "bubble economy" in the early 1990s, Japanese companies have been struggling with financial difficulty, and have been forced to change their structure, strategies, and management systems. The trend of learning and importing successful American management theories and systems expanded to Japanese society. The Situational Leadership® model, developed by Hersey and Blanchard, is an example of this phenomenon. However, many cross-cultural studies propose that Japanese society has a different culture and values from American society. Therefore, by focusing on Situational Leadership®, this study examined whether models developed in the United States are suitable for Japanese companies. The results partially support the basic principles of the model. However, findings indicated that the Japanese have a preference for stronger relationships between leaders and members than American workers. These findings suggest that it is necessary to interpret the principles of management differently when Japanese companies use American management models. en_US
dc.description.sponsorship Guignard, Rose-May en_US
dc.language.iso EN en_US
dc.publisher Urban & Public Affairs en_US
dc.title An Empirical Test Of The Situational Leadership® Model In Japan en_US
dc.type M.A. en_US
dc.contributor.committeeChair Guignard, Rose-May en_US
dc.degree.department Urban & Public Affairs en_US
dc.degree.discipline Urban & Public Affairs en_US
dc.degree.grantor University of Texas at Arlington en_US
dc.degree.level masters en_US
dc.degree.name M.A. en_US

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