Jyuji Misumi
Biographic Data
| ID | 178897 |
|---|---|
| NAME | Jyuji Misumi |
| GIVEN NAMES | Jyuji |
| FAMILY NAME | Misumi |
| SIGNATURE | MISUMI J |
| AFFILIATIONS | The University of Osaka |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 15 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1965 |
| LATEST PUBLICATION YEAR | 1995 |
| H-INDEX | 2 |
The Development in Japan of the Performance‐Maintenance (PM) Theory of Leadership
Beginning with replications of the experimental study by Kurt Lewin et al., the PM Theory of Leadership has been developed in Japan as an extensive interdisciplinary and intercultural approach to leadership. The performance leadership function (P) is oriented toward goal achievement or problem solving, and the maintenance leadership function (M) oriented toward preserving group social stability. Any concrete leadership behavior reflects varying d…
On the generality of leadership style measures across cultures
It is proposed that cross‐cultural studies of leadership style have failed to distinguish adequately between global characterizations of style and the specific behaviours which leaders need to use in a given culture if a particular style is to be attributed to them. A study is reported of perceptions of electronics plant supervisors in Britain, the USA, Japan and Hong Kong, derived from Misumi's PM leadership theory. The findings indicate that ch…
Work Centrality in Japan and the United States
A concept called work centrality is developed to represent the generalized importance of working to individuals. Work centrality results for national samples of the labor force in Japan and in the United States are presented. A large difference is found between the measured work centrality levels in Japan and the United States. Several potential explanatory rationales are examined concerning this large work centrality difference
Experimental social psychology in Japan
An Experimental Study of the E ffects of Supervisory Behavior on Productivity and Morale in a Hierarchical Organization
A Study on the Effectiveness of Supervisory Patterns in a Japanese Hierarchical Organization
This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was admini…
Work Centrality in Japan and the United States
A concept called work centrality is developed to represent the generalized importance of working to individuals. Work centrality results for national samples of the labor force in Japan and in the United States are presented. A large difference is found between the measured work centrality levels in Japan and the United States. Several potential explanatory rationales are examined concerning this large work centrality difference
An Experimental Study of the E ffects of Supervisory Behavior on Productivity and Morale in a Hierarchical Organization
A Study on the Effectiveness of Supervisory Patterns in a Japanese Hierarchical Organization
This study was designed to investigate what types of leader behaviors were effective in group productivity and morale. With the goal achievement (P) and the process maintenance (M) functional dimension used as the bases, the supervisory behavior of the first-line and the second-line supervisors were operationally divided into four patterns: namely, P, M, PM and pm which is determined by the intensity of two functions. The questionnaire was admini…
An Experimental Study of the E ffects of Supervisory Behavior on Productivity and Morale in a Hierarchical Organization
Experimental social psychology in Japan
Work Centrality in Japan and the United States
A concept called work centrality is developed to represent the generalized importance of working to individuals. Work centrality results for national samples of the labor force in Japan and in the United States are presented. A large difference is found between the measured work centrality levels in Japan and the United States. Several potential explanatory rationales are examined concerning this large work centrality difference
On the generality of leadership style measures across cultures
It is proposed that cross‐cultural studies of leadership style have failed to distinguish adequately between global characterizations of style and the specific behaviours which leaders need to use in a given culture if a particular style is to be attributed to them. A study is reported of perceptions of electronics plant supervisors in Britain, the USA, Japan and Hong Kong, derived from Misumi's PM leadership theory. The findings indicate that ch…
The Development in Japan of the Performance‐Maintenance (PM) Theory of Leadership
Beginning with replications of the experimental study by Kurt Lewin et al., the PM Theory of Leadership has been developed in Japan as an extensive interdisciplinary and intercultural approach to leadership. The performance leadership function (P) is oriented toward goal achievement or problem solving, and the maintenance leadership function (M) oriented toward preserving group social stability. Any concrete leadership behavior reflects varying d…
Psychology (5 works) · Social Psychology (5 works) · Mathematics (3 works) · Geography (2 works) · Leadership style (2 works) · Physics (2 works) · Productivity (2 works) · Social Psychology (2 works) · Sociology (2 works) · Statistics (2 works)