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Leadership and performance in Japanese R&D teams

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  • Jun Ishikawa

Abstract

This study examined the relative influence of transformational and gatekeeping leadership on team performance in a study of researchers working in industrial R&D teams in Japan. Potential effects of both internal and external communication and group norms for consensus were studied as possible mediating influences on the leadership-performance relationship. Results found that, while both forms of leadership enhanced communication processes within and between groups, only gatekeeping leadership served to reduce group norms for consensus. As a result, team cultures became somewhat more accepting of expressions of divergent opinions and new ideas from various team members, an important factor in R&D innovation and performance. By contrast, transformational leadership served to create team cultures in which divergence from group norms by various members was discouraged, leading to fewer innovative ideas and no performance increment. Results are discussed both in the context of the unique Japanese work environment and in the larger context of leadership processes across regions and cultures.

Suggested Citation

  • Jun Ishikawa, 2012. "Leadership and performance in Japanese R&D teams," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(2), pages 241-258, April.
    • Handle: RePEc:taf:apbizr:v:18:y:2012:i:2:p:241-258
    DOI: 10.1080/13602381.2010.532907
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    Cited by:

    1. Zhang, Gupeng & Wang, Xiao & Duan, Hongbo, 2019. "How does the collaboration with dominant R&D performers impact new R&D employees' innovation performance in different cultural contexts? A comparative study of American and Chinese large firms," Technological Forecasting and Social Change, Elsevier, vol. 148(C).
    2. Yanyan Liu & Ying Cheng & Wei Liu, 2018. "Understanding Gatekeeping Transformation in the Chinese EV Industry: An Exploratory Study of the Focal Firms' Cross-industrial Interactions," Interdisciplinary Description of Complex Systems - scientific journal, Croatian Interdisciplinary Society Provider Homepage: http://indecs.eu, vol. 16(3-B), pages 485-503.
    3. Marlow, Shannon L. & Lacerenza, Christina N. & Paoletti, Jensine & Burke, C. Shawn & Salas, Eduardo, 2018. "Does team communication represent a one-size-fits-all approach?: A meta-analysis of team communication and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 144(C), pages 145-170.
    4. Steele, Logan M. & Watts, Logan L., 2022. "Managing technical innovation: A systematic review of 11 leader functions," Technovation, Elsevier, vol. 115(C).
    5. Steffen H. Schroeder & Urs Baldegger, 2019. "Empowering Leadership In R&D — Moderating Effects Of The Strategic And Cultural Context," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(04), pages 1-29, June.
    6. Usha Lenka & Minisha Gupta & Debashish Kumar Sahoo, 2016. "Research and Development Teams as a Perennial Source of Competitive Advantage in the Innovation Adoption Process," Global Business Review, International Management Institute, vol. 17(3), pages 700-711, June.

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