How Leaders with Foreignness Leverage Foreignness as an Asset: Cases from Japanese Multinationals

This study investigates leaders from abroad or from the external labour market (Leaders with Foreignness, LWFs) and explores how these LWFs can leverage foreignness as an asset rather than carrying it as a liability by applying the foreignness concept through qualitative case studies. This study uses interviews with both externally and internallypromoted top leaders and their followers at Japanese companies and finds three key behavioural themes by which LWFs can enhance virtuous cycles. These include 1) leveraging ignorance about the local context, 2) initiating trust building quickly, and 3) communication through a simple objective common language

کلیدواژه ها:

Foreignness ، Leadership ، Qualitative research