Although decision-making style and openness have been well-researched in North American organizations and popular folklore contends that Japanese managers use a more participative decision-making style that leads to open communication, little research has been conducted by communication researchers in this area in Japanese organizations. This study examines the influence of decision-making style on communication openness and satisfaction in Japanese organizations. Two hundred ninety-seven employees of Japanese organizations were surveyed in Japanese to determine their preferred managerial decision-making style and the actual decision- making style of their supervisors. In addition, they were asked to rate their supervisors' message-sending and message-receiving openness and their satisfaction with various facets of their jobs and their organizations. Overall, Japanese employees preferred persuasive or consultative managerial decision-making styles and were more satisfied when there was a congruence between their preferred decision-making style and the decision-making style of their manager.
All Science Journal Classification (ASJC) codes
- Language and Linguistics