What are the differences of managers’ leadership between France and Japan in a company from the view of the subordinates?   Which leadership leads to the higher manager’s effectiveness?

Abstract: In this thesis, the leadership styles, exercised the most in France and Japan, were firstly examined. In the globalizing business area, it is useful to learn the tendency of managers’ behaviour towards subordinates in unfamiliar areas you may go in the future. Secondly, the relationships of each leadership style and effectiveness were examined. As manage-ment process, it is necessary to choose the most effective way to maximize the outcomes in scared resources. Different leadership styles are expected to bring different amounts of organizational effectiveness. Thanks to our cultural differences in the research group members of this thesis, a ques-tionnaire about leadership style based on MLQ (Multiple Leadership Questionnaire) Man-ual was conducted towards people who have working experience in France and Japan. The results from the survey in Japan and in France were quite similar: Transactional leader-ship style was observed most frequently in the both countries, although comparing rela-tively in two countries, Inspiration Motivation was observed more in France and overall transaction was exercised a little more frequently in Japan. According to the results of the first questionnaire about leadership and second about ef-fectiveness launched to the same respondents, the relationship between effectiveness and each leadership style was examined. Ourresults were significant and confirmed the MLQ theory: in order of higher effectiveness, (1) Transformational leadership, (2) Transactional leadership and finally (3) Passive Avoidant leadership. In our study, comparing two coun-tries, French subordinates tend to find more effective than the Japanese, as Transactional leadership was observed more in Japan, although the other two leadership styles were ob-served mostly in the same frequencies.