The Leadership Japan Series By Dale Carnegie Training Japan

In today’s business world, leaders need to be “authentic” leaders. We have all come across this somewhere, endorsed by self-proclaimed gurus and prophets.  I often ponder what does that actually mean?  I am sure all of those Japanese leaders screaming abuse at their staff, when they make mistakes, are being authentic.  They are authentically terrible, dictatorial, abusive leaders.  Actually this worked like a charm for a very long time in postwar Japan.  You joined a company for life and there was only one route for those who changed jobs and that was down into a netherworld of strife, insecurity and lower salary.  In the goode olde days you had to dodge the flying ashtrays thrown at you by your authentically enraged boss, endure their publicly delivered abuse and keep going. Yamaichi Securities going down in 1997, made changing jobs mid-career respectable for the first time for those who became unemployed through no fault of their own.   Can a boss be passive at the other end of the scale? No.  Bosses have