From Conclusion:

In this chapter, an overview of cultural characteristics and influences on leadership styles in Japan was provided based on a review of scholarly writing.

The analysis revealed that distinct features of Japanese culture still seems to have a strong influence on leadership behaviour. Japanese leaders tend to use a more participative leadership communication style where managers encourage and facilitate the flow of information and generate consensus among organizational members. Thus, Japanese team leaders focus on people-oriented communication in order to maintain group harmony. Leading in Japan means a more people than task-oriented mentoring rather than a task oriented coaching. Leadership is, therefore, more focused on relationships than on tasks. The main tasks/activities of top Japanese managers are motivating their employees, maintaining harmony in the company, and creating consensus, as well as enabling their members to come forward with creative ideas and to listen to the employees and their complaints.