Leadership and Work Values in Thai and Japanese Organizations
Keywords:
leadership, work values, Japanese subsidiaries, team work, cross-cultural, managementAbstract
This academic paper aim at classifying the preferred leadership of Thais and Japanese in response to their work values by presents some existing empirical evidence on the effectiveness of leadership perceived by those working in Thai and Japanese organizations. Based on the relevant literature review, it is found that both task and human-oriented leader, charismatic and value-based, inspirational, decisive, consultation, directive, participative leadership style are the most effectiveness leaders as well as those who scarify to subordinates’ interest are the favorable ones among Thais. This preference is in accordance with deference to seniority in relation to power, humble & smooth interpersonal relationship values of Thai society. Japanese share the same preference of both task and human oriented leaders, charismatic and values-based, inspirational leadership style with Thais. Meanwhile team-work oriented, role model and contingency reward & punishment are magnificent leadership style among Japanese. This preference reflects their work values on work-oriented, team work and face saving, smooth interpersonal relationship. In order to create a Thai-Japanese harmony work setting, they should adapt their way of thinking, change their attitude toward their counterparts. On the one hand, Japanese should distance themselves from their Thai subordinates, act as a role model, and show more concern on the well-beings of Thais. On the other hand, Thais should give priority to team work, share more information on job status with their Japanese superior and regard team as a source of risk and working error avoidance.
References
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Dorfman, P., Howell, J., Hibino, S., Lee, J., Tate, U., & Baitista, A. (1997). Leadership in Western and Asian countries: Commonalities and differences in effectiveness leadership process across culture. Leadership Quarterly, 8(3), 233-274.
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Hapaz, I., & Fu, X. (2002). The structure of the meaning of work: A relative stability amidst changes. Human Relations, 55(6), 639-667.
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Michie, J., & Zumitzavan, V. (2012). The impact of 'learning' and 'leadership' management styles on organizational outcomes: A study of tyre firms in Thailand. Asia Pacific Business Review, 18(4), 607-630.
Misumi, J., & Peterson, M. (1985). The Performance-Maintenance (PM) theory of leadership: Review of Japanese research program. Administrative Science Quarterly, 30, 198-223.
Moussa, M. (2012). Cross-cultural competency dilemmas: Thai automotive companies. SIU Journal of Management, 2(1), 73-97.
Onishi, J., & Mondejar, R. (2011). Japanese and Thai differences in conflict management: Implications for adaption in human resource management. Journal of Comparative Asian Development, 10(1), 1-32.
Quintanilla, S., & Claus, R. (2000). MOW Research program. Database for the study of Entrepreneurship, 4, 335-391.
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Ratananenya, T. (2000) Division directors leadership based on Misumi's PM theory and morale of subordinates working for the Airports Authority of Thailand. ( Master Thesis). Kasetsart University, Faculty of the Graduate School of Social Science. (in Thai).
Rokeach, M. (1968). Beliefs, Attitudes and Values: A Theory of Organization and Changes. San Francisco: Jossey- Bass.
Sattavorn, S. (1997). Impact of MBO on job satisfaction. (Master Thesis).Tokyo International University, Faculty of the Graduate School of Sociology.
Sattavorn, S. (2018). The impact of career saisfaction,commitment and supervisory support on organizational commitment of Thai employees: A study in Japanese subsidiaries. 2018 5th International Conference on Business and Industrial Research (pp. 344-349). Bangkok: Institute of Electrical and Electronics Engineers Inc.
Siengthai, S. (2015). Japanese-style human resource management in Thailand. Japanese Studies Journal, 32(2), 1-18. (in Thai)
Swierczek, W., & Onishi, J. (2003). Culture and conflict: Japaneses Managers and Thai subordinates. Personnel Review, 32(2), 187-210.
Takahashi, K. (2006). Effects of wagw and promotion incentives on the motivation levels of japanese employees. Career Development International, 11(3), 193-203.
Thai-Japanese industries (2019, August 29). Next 10 year for Japanese investors beneath 4.0 Thai industrial policy. Prachahat. Retrieve from https://www.prachachat.net/economy/news-365961
Wang, A. (2015). The impact of cultural gap and leadership gap on job satisfaction in Japanese companies in Thailand. (Dissertation). Thammasat University, Faculty of the Graduate School of Commerce & Accountancy.
Yancey, G., & Watanabe, N. (2009). Differences in perception of leadership between U.S. and Japanese workers. The Social Science Journal, 46, 268-281.
Yoshida, K. (1997). How to view Japanese-style management. The Japanese economy, 25(4), 50-101.
Yukongdi, V. (2010). A study of Thai employees'preferred leadership style. Asia Pacific Business Review, 16(1-2), 161-181.
Blau, P. (1964). Exchange and Power in Social life. New York: Wiley.
Burns, J. (1978). Leadership. NY: Harper & Row.
Chainuvati, V., & Granrose, C. (2001). Career planing and development of managers in Thailand. In J. Kidd, X. Li, & F. Ritchey (Eds.), Advances in Human Resource Management in Asia (pp. 117-134). NY: Palgrave.
Chat-Uthai, M. (2012). Perception of need-based motivation and work values on the enhancement of productivity. MUT Journal of Business Administration, 32 (2), 1-18.
Diefenbach, T. (2015). Inclusiveness and exclusiveness of Japanese-style management abroad- Some evidence from Southeast Asia. The Southeast Asiaa Journalof Management, 9(1), 52-69.
Dorfman, P., Howell, J., Hibino, S., Lee, J., Tate, U., & Baitista, A. (1997). Leadership in Western and Asian countries: Commonalities and differences in effectiveness leadership process across culture. Leadership Quarterly, 8(3), 233-274.
Dubey-Villinger, N. (2001). Thai business culture: Hierachy and groups, initiatives and innovation. In J. Kidd, X. Li, & F. Ritchey (Eds.), Advances in Human Resources Management in Asia (pp. 106-116). NY: Palgrave.
EnglandG.W., Misumi, J. (1987). Work centrality in Japan and the United States. Journal of Cross-Cultural Psychology, 17, 399-416.
Fisher, G., & Hartel, E. (2003). Cross-cultural effectiveness of western expatriate-Thai clients: Lessons learned for IHRM research and theory. Cross-Cultural Management, 10(4), 4-28.
Fujimoto, T. (2006). Preferences for working hours over life course among Japanese manufacturing workers. Career Development International, 11(3), 204-215.
Fukuda, K.J. (1988). Japanese style Management Transferred: The Experience of East Asia. New York: Routledge.
Graen, G.B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspectives. Leadership Quarterly, 6(2), 219-247.
Hapaz, I., & Fu, X. (2002). The structure of the meaning of work: A relative stability amidst changes. Human Relations, 55(6), 639-667.
Hersey, P., & Blanchard, K. (1969). Life cycle theory of leadership. Training & Development Journal, 23, 26-35.
Hersey, P., & Blanchard, K. (1977). Management of Organizational Behavior. NJ: Prentice-Hall.
Hills, M. (2002). Kluckhohn and Strodtbeck's Values Orientation Theory. Online Readings in Psychology and Culture. Retrieved from: https://scholarworks.gvsu.edu/orpc/vol4/iss4/3.
Holmes, H., & Tangtongtavy, S. (1997). Working with The Thais. Bangkok: White Lotus.
House, R., Woycke, J., & Fodor, E. (1988). Charismatic and non-charismatic leaders: Differences in behavior and effectiveness. In J. Conger, & R. Kanungo (Eds.), Charismatic Leadership: The Elusive Factor in Organization Effectiveness (pp. 98-121). San Francisco: Jossey-Bass.
House, R.J., Hanges, P.J., Javidan, M., Dofman, P.W., Gupta, V. (2004). Culture, Leadership, and Organizations: The Globe Study of 62 Societies. London: Sage.
Hwang, S., Quast, L., Center, B., Chung, C., Hahn, H., & Wohkittel, J. (2015). The impact of leadership behaviour on leaders' perceived job performance across cultures: Comparing the role of charismatic, directive, participative, and supportive leadership behaviours in U.S. and four confucian Asian countries. Human Resource Development International, 18(3), 259-277.
Ishikawa, J. (2012). Transformational leadership and gatepeeping leadership; The role of norm for maintaining concensus and shared leadership in team performance. Asia Pacific Journal of Management, 29(2), 265-283.
Japanese Chamber of Commerce. (2019). A Survey on Business Sentiment of Japanese Corporations in Thailand For the 1st half of 2018. Retrieved from https://www.jcc.or.th/content_images/files/ (ENG)_Summary_A%20Survey%20of%20Business%20Sentiment%20for%201H2018(1).pdf
Kameda, N. (2005). A research paradigm for international business communication. Corporate Communication: An International Journal, 10(2), 168-182.
Kameda, N. (2014). Japanese business discourse of oneness: A personal perspective. International Journal of Business Communication, 51(1), 93-113.
Kampa, S. (1997).The relationship between the head ward nurses’ leadership according to Misumi’ PM theory and the job satisfaction of nurses in Saraburi province (Master Thesis). Kasetsart University, Faculty of the Graduate School of Social Science.(in Thai)
Kennedy, J.C., & Fu, P.P. (2003). Influence tactics across twelves cultures. Advance in Global Leadership, 3,127-147.
Komin, S. (1990). Culture and work-related values in Thai organizations. International Journal of Psychology, 25, 681-704.
Lord, R., & Maher, K. (1990). Alternative information processing models and their implications for theory, research and practices. Academy of Management Review, 15, 9-28.
Michie, J., & Zumitzavan, V. (2012). The impact of 'learning' and 'leadership' management styles on organizational outcomes: A study of tyre firms in Thailand. Asia Pacific Business Review, 18(4), 607-630.
Misumi, J., & Peterson, M. (1985). The Performance-Maintenance (PM) theory of leadership: Review of Japanese research program. Administrative Science Quarterly, 30, 198-223.
Moussa, M. (2012). Cross-cultural competency dilemmas: Thai automotive companies. SIU Journal of Management, 2(1), 73-97.
Onishi, J., & Mondejar, R. (2011). Japanese and Thai differences in conflict management: Implications for adaption in human resource management. Journal of Comparative Asian Development, 10(1), 1-32.
Quintanilla, S., & Claus, R. (2000). MOW Research program. Database for the study of Entrepreneurship, 4, 335-391.
Raoprasert, T., & Islam, S. (2010). Designing an Efficient Management System: Modelling of Convergence Factors Exemplified by the Case of Japanese Business in Thailand. Heidelberg: Springer.
Ratananenya, T. (2000) Division directors leadership based on Misumi's PM theory and morale of subordinates working for the Airports Authority of Thailand. ( Master Thesis). Kasetsart University, Faculty of the Graduate School of Social Science. (in Thai).
Rokeach, M. (1968). Beliefs, Attitudes and Values: A Theory of Organization and Changes. San Francisco: Jossey- Bass.
Sattavorn, S. (1997). Impact of MBO on job satisfaction. (Master Thesis).Tokyo International University, Faculty of the Graduate School of Sociology.
Sattavorn, S. (2018). The impact of career saisfaction,commitment and supervisory support on organizational commitment of Thai employees: A study in Japanese subsidiaries. 2018 5th International Conference on Business and Industrial Research (pp. 344-349). Bangkok: Institute of Electrical and Electronics Engineers Inc.
Siengthai, S. (2015). Japanese-style human resource management in Thailand. Japanese Studies Journal, 32(2), 1-18. (in Thai)
Swierczek, W., & Onishi, J. (2003). Culture and conflict: Japaneses Managers and Thai subordinates. Personnel Review, 32(2), 187-210.
Takahashi, K. (2006). Effects of wagw and promotion incentives on the motivation levels of japanese employees. Career Development International, 11(3), 193-203.
Thai-Japanese industries (2019, August 29). Next 10 year for Japanese investors beneath 4.0 Thai industrial policy. Prachahat. Retrieve from https://www.prachachat.net/economy/news-365961
Wang, A. (2015). The impact of cultural gap and leadership gap on job satisfaction in Japanese companies in Thailand. (Dissertation). Thammasat University, Faculty of the Graduate School of Commerce & Accountancy.
Yancey, G., & Watanabe, N. (2009). Differences in perception of leadership between U.S. and Japanese workers. The Social Science Journal, 46, 268-281.
Yoshida, K. (1997). How to view Japanese-style management. The Japanese economy, 25(4), 50-101.
Yukongdi, V. (2010). A study of Thai employees'preferred leadership style. Asia Pacific Business Review, 16(1-2), 161-181.
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Published
2020-06-29
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