Mechanism of humanistic leadership for success: lessons from Konosuke Matsushita

Kaori Ono*, Jusuke J.J. Ikegami


研究成果: Article査読

2 被引用数 (Scopus)


Purpose: This study contributes to the construction of a theory on humanistic leadership in the context of Japanese culture. Although the Japanese management system has been described as human-oriented, there has been limited research on this subject, especially regarding top leaders. This case study focuses on Konosuke Matsushita, the founder of Matsushita Electric (now Panasonic), who devoted his life as a businessperson to investigating human nature. The authors examined how the humanistic approach influenced his beliefs and behaviors, as well as his company's performance. The authors then show how current employees at Panasonic have implemented and interpreted his philosophy. Design/methodology/approach: This research is a qualitative case study. Data were gathered from transcriptions of archived recordings, interviews and Internet documents. They were then coded for analyses. Findings: The findings show how humanistic leadership can succeed via seven behaviors: building a company philosophy aimed at the prosperity of society and the well-being of people, being aware of one's own weaknesses, listening to others, improving oneself, developing people, respecting people and making a profit for society. Originality/value: The study identifies the behavioral aspects of humanistic leadership for building a leadership theory and provides insight into how Matsushita's leadership characteristics and behaviors are connected to Japanese cultural values.

ジャーナルCross Cultural and Strategic Management
出版ステータスPublished - 2020 11月 20

ASJC Scopus subject areas

  • ビジネスおよび国際経営
  • カルチュラル スタディーズ
  • 社会学および政治科学
  • 戦略と経営
  • 組織的行動および人的資源管理


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