| Dimension |
Italy |
Japan |
| Assertiveness |
· Globe Scores: 4.07 |
· Globe Scores: 3.59 |
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· Medium Range Score. Relatively lower than the average Globe Score. |
· This goes toward the relatively low direction if measured with the average Globe Score. |
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· Humane Oriented: 4.38. Leaders are neutrally tough, more supportive and considerate than assertive. |
· Humane Oriented: 4.68. Japan is not that assertive when it comes to toughness, it also includes more qualities of compassion and generosity. |
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· Japan is more self-protective than the average Globe, and Italy. So it is more in defense mode. Thus, less assertive and more defensive. |
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· Italy is less self-protective than the average Globe, and Japan. It is able to exercise assertivenessa little more forcefully than Japan and thus it has a higher score on aggressiveness (Deloitte University Press, 2017). |
· The leaders of Japan are relatively less assertive, avoid confrontations to an extent and slightly coy in their relationships with colleagues, subordinates, and superiors. |
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· The leaders of Italy have an assertive attitude, and are quite confrontational. They have quite bold and aggressive relationships with other colleagues and their juniors, as well as seniors. |
· Work relationships are not so direct, at times slightly informal. |
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· Work relationships are quite strict and formal. |
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| Performance Orientation |
· Globe Scores:3.58 |
· Globe Scores: 4.22 |
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· Between relatively low to medium. Global average is medium. |
· Medium. Slightly more than the average Globe Score. |
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· Italy pays more attention to employees' loyalty, their background and records than their performance and their improvements. |
· Japan scores more on Performance Orientation and it means that they are more into rewarding people for their performances. And pay less attention on their loyalty and backgrounds. |
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· With a score of 5.98, Italy is more charismatic in terms of leadership. They can motivate and give incentives for performance better if they replace their policy of giving loyalty and background with the policy of rewards and performance incentives. |
· With a score of 5.49, Japan is bent on slightly lower charismatic leadership traits than Italy. However, they rate higher on performance and rewards. Thus, a little more charisma in leaders can make them soar really high (Deloitte University Press, 2017). |
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| Institutional Collectivism |
· Globe Scores: 3.68. |
· Globe Scores: 5.19 |
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· Below medium. Much below the 4.25 global average. |
· Relatively high. Above the average Globe Score. |
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· The employees of Italy take less pride in being associated with their organizations. |
· The employees of Japan take more pride in being associated with their organizations (House, Dorfman, Gupta, Javidan&Hanges, 2014). |
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· The organizations do not undertake much, to reward acts of collective distribution and any kind of collective action. |
· The organizations undertake to a large extent, to reward acts of collective distribution and any kind of collective action. |
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| Gender Egalitarianism |
· Global Scores: 3.24 |
· Global Scores:3.19 |
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· Relatively low against the average Globe Score of 3.27 |
· Similar to Italy, it is relatively low. |
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· Italy's belief in gender differentiation is high. Women are rated low professionally and are given less rights and powers. |
· Japan's belief too, in gender differentiation is high. There is less Gender Egalitarianism practiced, hence the low score. Women are rated low professionally and are given less rights and powers in the country. |
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· In Japan, like Italy, in fact slightly more, the situation for women is similar. The women are kept bereft of rewards and opportunities in the organization to quite an extent. This may also mean that the leadership roles are assumed by the males more than by the females, and the superior positions and internal promotions are also something they are deprived of. |
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· The women are even kept bereft of rewards and opportunities in the organization to quite an extent (Blasio, Hibberd &Sorice, 2017). This may also mean that the leadership roles are assumed by the males more than by the females, and the superior positions and internal promotions are also something they are deprived of. |
| Uncertainty Avoidance |
· Global Scores: 3.79 |
· Global Scores:4.07 |
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· Medium against average Globe Score of 4.67 |
· Relatively high against average Globe Score of 4.67 |
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· Italy's corporates and organizations do not rely too much on social norms, regulations and procedures to mitigate risks and unpredictability of future events. |
· Japan's corporates and organizations do not rely too much on social norms, regulations and procedures to mitigate risks and protect themselves from the unpredictability of future events. |
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· Hofstede's study suggests, that the members of the Italian society do not feel uncomfortable and threatened much with ambiguity and the unforeseen (Blasio, Hibberd &Sorice, 2017) |
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· The leaders of Italy are quite independent, more confident, and individualistic. |
· Hofstede's study suggests, that the members of the Japanese society do not feel uncomfortable and threatened much with ambiguity and the unforeseen. |
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· The leaders of Japan are fully independent, more confident, and individualistic. They take their decisions autonomously without waiting for society and its regulations to work out solutions for them |
| In-Group Collectivism |
· Global Scores: 4.94 |
· Global Scores: 4.63 |
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· The Global average 5.13, which is relatively high but the In-group collectivism for Italy is medium. |
· Japan's In-Group collectivism is also medium, near about the same as Italy. |
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· Employees express a sense of pride, exhibit loyalty, and also display the quality of unity or cohesiveness in their organizations, all up to a fair extent. |
· Same as Italy, the employees in the organizations of Japan express a sense of pride, exhibit loyalty, and also display the quality of unity or cohesiveness, all up to a fair extent (Javidan&Dastmalchian, 2009). |
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· The employees are fairly team oriented as they are synchronized peacefully due to this In-group collectivism. They also have somewhat participative tendencies, in voluntary activates. |
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· The employees are fairly team oriented as they are synchronized peacefully due to this In-group collectivism. They also have somewhat participative tendencies, in voluntary activates. |
| Future Orientation |
· Global Scores: 3.25 |
· Global Scores: 4.29 |
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· Relatively low future orientation as a leadership dimension is seen in Italy (House, Dorfman, Gupta, Javidan&Hanges, 2014) |
· Medium future orientation is observed in Japan. This leadership dimension however is fairly differentiated as more than it is there in Italy. |
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· In Italy, individuals are hardly seen engaging in futuristic endeavors delaying gratification, perceiving future plans, leave aside financially investing in the future too. |
· In Japan, individuals are seen engaging in futuristic endeavors delaying gratification, perceiving future plans, and financially investing in the future too (House, Javidan, Hanges&Dorfman, 2002). |
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· The organizations rather encourages short term results and thus believes in quick gratification gestures. |
· The organizations encourages long sighted rewards and resultantly undertakes futuristic planning (House, 2004). |
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· Organizational decisions as well as the individuals' are relatively less far-sighted |
· Organizational decisions as well as the individuals' are far sighted for sure (Javidan&Dastmalchian, 2009). |
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· The organizations of Italy have less futuristic visions and missions. |
· The organizations of Japan have futuristic visions and missions. |
| Humane Orientation |
· Global Scores: 3.63 |
· Global Scores: 4.3 |
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· Relatively low index of Humane Orientation (House, Javidan, Hanges&Dorfman, 2002). |
· Above medium index of Humane Orientation prevails in Japan with respect to leadership. |
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· Humane values are not held so high and there are no appreciations for people display qualities of being fair, and altruistic. |
· Humane values are held high and there are rewards for people to display qualities like rewards for individuals for being fair, and altruistic. |
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· Virtues like generosity and genuine care are relatively lacking in comparison to Japan. |
· Virtues like generosity and genuine care are present in employees. They really show kindness and concern in situations. |
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· Work relations are quite formal and cold (House, 2004). |
· Work relationships are warm, and cooperative. There is an informal touch in many close aspects. |
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· Leaders are supportive in the workplace, also considerate but the needed compassion and generosity are seen missing at times, affecting work morale negatively (House, Javidan, Hanges&Dorfman, 2002). |
· Leaders are supportive and considerate which makes the workplace efficient but when needed they also show compassion and generosity. This makes the employees more relaxed and productive. |
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| Power Distance |
· Global Scores: 2.47 |
· Global Scores: 2.86 |
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· The score is low. Studies show that the average Globe Score is also quite low. But they are that of Italy, being 2.75. |
· The score is relatively low. Studies show that the average Globe Score is also quite low being 2.75. but japan fares above that Global average. |
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· The organization lacks a clearly defined hierarchy, status and the privileges of authority and power (House, Dorfman, Gupta, Javidan&Hanges, 2014). |
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· The organizations in Japan are similar to Italy with respect to the power and authority hierarchy. There is not a clearly defined hierarchy, status and the privileges of authority and power present. |
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· The formal relationships do not have that air of vanity and the associations are more informal. |
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· This dimension refers to the fact that in Italy, people expect equality in relationships within organizations and institutions (House, Javidan, Hanges&Dorfman, 2002). They accept the presence of equal power and authority of all, not treating individuals as superiors or bosses all the time. |
· In Japan, the formal relationships do not have that air of vanity and the associations are more informal. The power distance index is low. |
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· The air of the organizations is informal and there are no extreme pressures of superiors on subordinates. |
· This dimension of Japan makes it slightly more hierarchy-preferring than Italy. Though the overall atmosphere stays informal and equality-based. People more or less expect equality in relationships within organizations and institutions. They accept the presence of equal power and authority of all, not treating individuals as superiors or bosses all the time. |
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· The air of the organizations is informal and there are no extreme pressures of superiors on subordinates. |