Why Japan’s On-the-Job Training Model Fails to Develop True Leaders — And What Must Change

At first glance, leadership might seem universal — after all, people are people. Yet, Japan’s approach to developing leaders is strikingly distinct, and in many ways, problematic.

In Japan, leaders are not trained — they are expected to emerge through On-the-Job Training (OJT).
While OJT once had a clear logic, it no longer fits today’s complex, high-speed, technology-driven business environment.
In the West, leadership training is a given; in Japan, it’s still seen as optional — and that’s the heart of the problem.

Mini-Summary: Japan’s OJT system no longer produces leaders — it produces managers.

Japan is full of managers but short on leaders.
A manager ensures operations run smoothly — on time, on budget, and on quality.
A leader does all that plus two crucial things:

1. Persuades the team that the direction being taken is the right one.

2. Builds people’s capabilities through one-on-one coaching.

And no — barking orders like a pirate captain doesn’t count as coaching.

Mini-Summary: Managers manage tasks; leaders grow people.

Fifty years ago, OJT worked because bosses had time to mentor.
But the 1980s brought desktop computers, and the 1990s brought email — both of which consumed leaders’ time.
Bosses became buried under administrative work, losing opportunities to coach.

As a result, generations of employees learned only how to manage, not how to lead.
Leadership habits — good or bad — were simply passed down like family heirlooms, with no real improvement.

Mini-Summary: Time pressure and poor role models have hollowed out Japan’s leadership pipeline.

Yes, some exceptional managers break free of this cycle and become genuine leaders — but they are the exceptions that prove the rule.
This “lightning strike” approach is no foundation for sustainable leadership development.
Japan’s companies need systematic programs that build leadership bench strength, not just lucky outliers.

Mini-Summary: Leadership development cannot rely on chance — it must be intentional.

The traditional belief that the boss must know every task better than anyone else is outdated.
Modern leadership requires communication mastery, people development, and environment building — not just task competence.
Technology and specialization mean no one can “know it all” anymore.
Ability and adaptability, not tenure, should drive promotion.

Mini-Summary: Expertise alone doesn’t make leaders — emotional intelligence does.

Younger staff in Japan no longer tolerate “bishibishi” (harsh, top-down) leadership.
They seek psychological safety, encouragement, and proof that the boss cares.
Engagement comes not from salary alone but from feeling understood and supported.
The problem? Most bosses have never been trained in communication or coaching — and their own bosses weren’t either.

Mini-Summary: The future of leadership in Japan depends on communication, not command.

Japan’s white-collar productivity depends on developing true leaders who can communicate, coach, and inspire.
OJT, once useful, is now a dead end.
The next generation of Japanese leaders must be formally trained, not left to guess their way through leadership.

Mini-Summary: To rebuild Japan’s leadership culture, we must invest in communication and coaching skills.

• Japan’s OJT-based system no longer produces effective leaders.

• Leadership requires persuasion, coaching, and communication — not just management.

• Younger generations expect empathy and psychological safety.

• Formal leadership development is the only path forward for Japan’s future.