Leadership

Yoshimichi Shimada ()
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Yoshimichi Shimada: OSAKA Gakuin University

Chapter Chapter 3 in Human Resource Management in Japan, 2025, pp 41-63 from Springer

Abstract: What you will learn in this chapter In the previous chapter, we explored the concept of motivation, gaining an understanding of both what it entails and how it is achieved. However, it's important to recognize that the manner in which leaders interact with their members can significantly affect motivation levels. Thus, this chapter learns the dynamics of influence that leaders exert over their members. Organizations are established with specific goals, and to realize these objectives, they assemble individuals. When people come together in this way, it's inevitable that each member will exhibit varying degrees of motivation. The question then arises: How should leaders guide their members to enhance their motivation and drive them to work more diligently towards the organization's goals? From the vantage point of leadership, this chapter investigates strategies for augmenting member motivation. Initially, we discuss the necessity for leaders within organizations and examine two distinct approaches to wielding power and leadership. Following this, by distinguishing between power and leadership, we learn deeper into the essence of what constitutes effective leadership. Subsequently, we explore various research methodologies, including trait theories and behavioral theories of leadership, which seek to identify the characteristics of exemplary leaders and delineate their behaviors. This chapter also examines a range of leadership styles, including contingency theories of leadership, transformational leadership, and servant leadership, as well as shared leadership and followership, where leadership responsibilities are distributed among all organizational members. To conclude, we consider the evolving landscape of leadership in Japan, reflecting on its future directions and implications.

Keywords: Leader; Leadership; Power; Transformational leadership; Servant leadership; Shared leadership; Followership (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-96-7014-7_3

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DOI: 10.1007/978-981-96-7014-7_3

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