A consideration of the dimensions of servant leadership in intercultural contexts: a focal case study of a UK executive in Japan

A range of emergent studies have explored the idea of a renewed human-centered society, termed “Society 5.0,” and the role therein, of servant leadership. In this regard, in East Asian cultural contexts, existing scholarship does not yet provide sufficient theoretical and practical guidance for intercultural contexts, such as when a predominantly individualistic UK business culture interacts with generally collectivist Japanese culture. This is an important gap because if Society 5.0 is to be realized then a more in-depth intercultural contextual appreciation and understanding are required. The study examines the UK/Japan setting and adopts a social constructivist epistemology and case study approach to illustrate dimensions of servant leadership (DSLs) manifesting in the lived experience of a UK business leader in Japan. Connections to business leader training are drawn and the importance of intercultural dyad specificity is highlighted. The study is also important because recent widespread exposure of various global corporate scandals creates a view that many business leaders care only for themselves or organizational profits, especially in individualistic-orientated societies. This original case study research herein commences the process of developing detailed and focal studies on underpinning drivers and raises hope that ethical behavior, as comprised in the DSLs, can potentially manifest in an individualistic UK/collectivist Japan intercultural dyad context.