Comparison of the Leadership Styles of Sir Richard Branson and Haruka Nishimatsu

627 Words Feb 2nd, 2013 3 Pages
Comparison of the Leadership Styles of Sir Richard Branson and Haruka Nishimatsu | December 2012 | Sir Richard Branson, Chairman and CEO of Virgin Atlantic, and Mr Haruka Nishimatsu are two contrasting leaders that have adopted leadership styles that suit the vastly different Japanese and British cultures. | An exploration of cultural suitability of managerial styles |

Comparison of the Leadership styles of Haruka Nishimatsu, JAL CEO and Richard Branson, chairman of Virgin Atlantic,.
On a typical day, Haruka Nishimatsu wakes up, wears one of his discount suits, takes the city bus to work, walks down the aisles and corridors of JAL unnoticed, and sits at his desk in open space, with no office walls. During lunch, If he is not
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The Japanese culture ranks low on individualism, prioritizing the needs of the group over the individual, and relatively low on Power Distance.
In examining Haruka Nishimatsu’s management style, we find an executive that has adapted well to the Japanese cultural context. Nishimatsu’s leadership by example, insistence on being in the trenches is reflective of Japan’s relatively low PDI. His sacrificing his salary, where he is paid lower than many of the pilots is congruent with Japan’s emphasis on collectivism (low IDV). His predictable routine, and hands-on management approach is reflective of Japan’s low Uncertainty Acceptance Index.

In Contrast the UK ranks among the lowest in Uncertainty avoidance reflecting a culture where individuals are happy dealing with uncertainty. It also ranks low in masculinity and power distance signaling equality across gender and rank, while ranking the highest in individualism.
Richard Branson is an iconic CEO, with a carefully and deliberately cultivated flamboyant and charismatic image. This executive style is well suited to the United Kingdom high score in individualism. Branson’s strong instincts, and his quick, reactive management style, is well suited to the UK’s high tolerance for uncertainty. His focus on using the media for PR stunts, his relentless drive for results are well accepted in the UK’s low LTO

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