In my career, I had experience of 1) working in both Japanese company and US company, 2) physically working in Japan and other countries i.e. US and Singapore. So, let me layout what are the unique aspects of leadership admired in Japan which is quite different from global standard.

1. Leadership by Example is Admired

In Japan, leaders who can actually show examples are more admired than those who just envision the direction. Moreover, it is often true that you get criticized if you don’t take part of the tasks with your team. By telling “I will work on this part of the assignment, so please make other part done on your end,” team would understand that you are not just commanding the task and waiting without making your hands dirty.

My Indian ex-boss’s boss whom I used to work together in Singapore once told me that Japanese and Korean tend to keep oneself too busy without letting team member around them do the work; on the other hand, Indians let others do all their work making themselves too free. (he may have exaggerated a bit though)

Why is so? It is because Japanese are grown up by told “do whatever you can by yourself not disturbing others” which makes leaders feel uncomfortable asking others to work for them before they do their part.

Moreover, it is because people care if the leader really understand how hard the requested work is. They appreciate such sympathy proven by the fact that the leader also makes own hands dirty, more than efficiency of the work.

2. Behind-the-Scene Work (called “Nemawashi”) Matters

Japanese care if the behind-the-scene work has been properly done; if you have one decision-making meeting, you need to go talk to each stakeholder beforehand to ask everybody’s opinion on your proposal. The goal is to make consensus of meeting attendees before the meeting starts. The meeting is just to make the “already agreed” decision official.

It is commonly said that you cannot get promoted in Japanese company without acquiring skill to handle great behind-the-scene work.

Of course, such use of time is often inefficient. However, in Japanese culture, having candid discussion in public is not easy as people have a strong sense of shame for losing face. Harmony of group is extremely important thus people try to avoid making objection which may taken personally.

Yet, everybody would like own opinion to be reflected in the final decision. That’s why such behind-the-scene work is so much appreciated.

3. Leaders needs to be equipped with the “Correct” knowledge

Having correct answer is more respected than posing good questions. By knowing every single details, you are respected than by leading a meaningful discussion.

Let me give you an example. Japanese typically do not ask questions in public because asking questions means you have something you don’t know which is shame to show in public. More you get promoted, more you are expected to know everything thus, in another word, expected to not to ask questions. (Also, if the person asked can’t answer the question, that would embarrass the person in a public situation.)

On the other hand, outside Japan, I saw so many good questions stimulated people to have a great discussion at conference or company offsite. In face, in US company, asking good questions is one of the positive performance drivers. I think it is because people fundamentally believe that nobody knows everything thus deepening discussion to enhance learning is positive.

This maybe attributed to Japanese education system; Japanese entrance exam is notorious in asking “correct” answers instead of asking own opinion. As a result of intensive training to seek correctness in entire student days, we all start habitually expect leaders to have “correct” answers as well.