Leadership Styles and Organizational Effectiveness in Chinese‐Japanese Joint Ventures

Abstract

A change in leadership styles is a key characteristic of joint ventures. Overseas managers often use an adaptation of their home culture. Discusses the findings of the survey presented in the previous article in terms of leadership styles and their resulting organizational effectiveness in joint ventures with different structural features. Presents four functional dimensions of leadership style: expectancy; sentiment; informativeness; and trustworthiness. Indicates these are particularly crucial for international joint ventures where cultural and managerial compatibility is most important in achieving organizational success.

Citation

Wang, Z. and Satow, T. (1994), "Leadership Styles and Organizational Effectiveness in Chinese‐Japanese Joint Ventures", Journal of Managerial Psychology, Vol. 9 No. 4, pp. 31-36. https://doi.org/10.1108/02683949410063645