Why Japan’s Managers Are Struggling to Lead — And What Real Leadership Requires

In the past six months, leadership training inquiries have surged. The reason? Remote work exposed the uncomfortable truth — many managers are not actually leaders. They are efficient process guardians but lack the ability to inspire, develop, or align people. Covid disrupted the traditional on-the-job training (OJT) model that Japan has relied on since the post-war period, leaving many new supervisors stranded without guidance or mentoring.

Mini-Summary:
Covid didn’t create weak leadership — it revealed it.

Managers focus on processes: deadlines, budgets, quality control. In Japan’s no-defect culture, they earn recognition for eliminating problems and preventing errors. But leaders go beyond maintenance. They perform two additional roles: developing people and setting strategy. It’s the leader’s responsibility to interpret top management’s strategy at the team level and make it meaningful to their people.

Mini-Summary:
Managers maintain the system. Leaders move the system forward.

Many companies’ “Vision, Mission, and Values” statements sit forgotten behind glass. Real leaders animate these ideals daily. Ricco de Blanc, who founded Ritz-Carlton Hotels in Osaka and Tokyo, created a culture where principles were reviewed every day — one value, one shift, worldwide. Inspired by that, we do something similar at Dale Carnegie Tokyo. Every morning, our “Daily Dale” reconnects the team with our mission and principles, ensuring values are lived, not laminated.

Mini-Summary:
Culture becomes real only when leaders make values a daily practice.

Technology has multiplied tasks, not time. Busy managers now spend nanoseconds on genuine coaching. Remote work makes it worse. Leaders struggle to give feedback, build trust, or help team members grow. Yet this is the heart of leadership. When people feel unseen or unsupported, they disengage or leave — and Japan’s talent shortage amplifies the cost of losing them.

Mini-Summary:
In a talent war, leaders who fail to coach are leaders who fail to keep talent.

Strictly speaking — no. People can only motivate themselves. But leaders can create an environment that enables motivation through trust, empathy, and communication. This requires understanding each person’s changing needs and aligning company goals with individual aspirations. It’s slow, human work, but it is what separates managers from leaders.

Mini-Summary:
Leadership is not about pushing people — it’s about enabling them to push themselves.

• Remote work exposed Japan’s leadership skill gap.

• Managers manage processes; leaders build people and strategy.

• Daily rituals keep Vision, Mission, and Values alive.

• Coaching time is vanishing — and with it, employee engagement.

• Motivation thrives in cultures built on trust and autonomy.

Develop the next generation of true leaders — those who coach, communicate, and inspire. Join Dale Carnegie Training Tokyo to transform managers into authentic leaders who build trust and deliver results.

👉Request a Free Consultation to Dale Carnegie Tokyo.

Founded in 1912, Dale Carnegie Training has empowered leaders in over 90 countries through programs in leadership, sales, presentations, and executive coaching. Established in Tokyo in 1963, Dale Carnegie Tokyo continues to strengthen Japanese and multinational organizations with practical, human-centered leadership development.