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Northouse, Leadership 8e
SAGE Publications, 2019
Case 16.1: A Challenging Workplace
Case Synopsis and Analysis
Samira Tanaka, a college student, was recently hired to work as an intern for a Japanese auto
company. The company culture was a blend of Japanese and American, with a mixture of
employees from both regions. Those from America were often seen as being production
focused while those of Japanese origin often were viewed as team centered to the detriment
of effectiveness.
During the internship, Samira often downplayed her success because she did not want to be
seen as overly assertive. She sometimes initiated projects to improve processes and sought
opinions and participation from others. Samira did not, however, choose to talk to other
employees about her family.
On her performance evaluation, her manager praised her as being very dependable, planning
deadlines well, and being very competent at her tasks overall. However, he also told her she
was increasingly perceived as too pushy, not a team player, and one who often spoke out of
turn. Samira was shocked at the review.
This case study allows students to see the impact culture may have on leadership and leads to
interesting discussions about what makes an effective global leader.
Learning objectives:
• Students should understand the characteristics of Confucian Asia and Anglo
countries.
• Students should be able determine whether an individual’s behavior and traits
comport with characteristics of successful leaders in Confucian Asia and Anglo
countries.
Answers to questions in the text:
1. What similarities and differences can you identify between North American and
Japanese working styles?
The North American working style at the company is performance oriented, while the
Northouse, Leadership 8e
SAGE Publications, 2019
2. In what way did this company reflect the characteristics of other Confucian Asia
countries?
The GLOBE study found that those in Confucian Asia countries exhibit high scores
3. Why do you think Samira was not seen as a team player?
Samira did not like to talk about family with colleagues. Some, who value in-group
collectiveness, may find that offensive or cold. They may feel that she was not a team
4. What universal leadership attributes did Samira exhibit?
Certain characteristics are almost universally associated with strong leadership. These
5. What other suggestions would you have for Samira in this situation?
Samira should keep an open mind and try to minimize any sense of ethnocentricity. If
Northouse, Leadership 8e
SAGE Publications, 2019
Potential teaching approaches:
Below is a way to structure a class based on Culture and Leadership and Case Study 16.1:
• Large-group discussion about students’ experiences across the globe (as a leader,
within a multinational organization and/or simply traveling abroad).
• Lecture on culture and leadership.
• Read Case 16.1.
• Discuss Questions 1–4 in the case study as a class.
• Discuss Question 5 or do an exercise listed below.
• Consider doing the role-play (Exercise 2) below.
Exercises for this case study:
1) Create an action plan for Samira. What exactly should she do to help improve her
2) Role-Play: Students play the part of Samira and the senior manager who is reviewing
her. They role-play a discussion about Samira’s work and performance. By the end of
3) In a brief essay (200–250 words) ask students to outline three major change initiatives
that would help alter the culture in this organization. First, outline what needs to be
