Cross-Cultural Perspectives On Leadership: Evidence From Romania And Japan

The paper explores how do Romanian and Japanese employees perceive and describe leadership approaches in the workplace, and how can the cross-cultural differences be explained through Hofstede’s cultural dimensions. By using qualitative research methods and conducting semi-structured interviews with young employees from Romania and Japan, this study aims to highlight the impact of cultural values on leadership style in both countries. The results of this research show that the Japanese employees prefer a more structured, hierarchical leadership, while the Romanian employees lean towards a more flexible leadership. From a theoretical point of view this study underlines that cultural values are dynamic by highlighting the changing in the Japanese Short-Term vs Long-Term orientation and offers practical insights for global leaders and multinational companies. This study contributes to a better understanding of leadership approaches across cultures and highlights the importance of an adaptable leadership style in today’s rapidly changing work environment. Traditional leadership approaches must adapt to the changing attitudes and expectations that younger workers bring to the workplace. To reflect the dynamic interaction between tradition, contemporary times, and age shifts, our understanding of leadership must evolve beyond unchanging frameworks and adjust to shifting cultural norms.