2004

The Leadership Role of the Prime Minister and Party ( 179Kb)
Aurelia George Mulgan

Abstract: Transformational leadership implies both a reforming vision and the achievement of significant change. Strong transformational leadership, as provided by some western democratic leaders, has not been possible in Japan because of the lack of institutional power available to the formal executive and the strong policy nexus between the ruling party and the bureaucracy. The failure of the Koizumi government to implement its reform agenda illustrates this impossibility. However, some Japanese prime ministers, including Koizumi himself, have been able to exhibit a relatively weak form of transformational leadership, in comparison with the more transactional style typical of most prime ministers. Whether the ruling LDP is capable of sustaining a stronger form of leadership is open to doubt.

Citation: Mulgan, A.G. 2004. ‘The Leadership Role of the Prime Minister and Party.’ Policy and Society 23 (1): 5-20.

Leadership in Bandwagon: A Historical Sketch of Japan’s Security Policy ( 214Kb)
Go Ito

Abstract: This article has two purposes. The first is to provide a historical overview of Japan’s security leadership, while at the same time it seeks to locate Japan’s response to the September 11 terrorism in the context of a larger process of defining its security leadership. As opposed to the Japanese transforming leadership that sought to balance the power of the United Nations, and that eventually invited unproductive consequences in the pre-World War II period, its pursuit of security roles in the postwar period has been well built in the U.S. hegemony. I then argue that Japan’s security policy has rested on its principle of bandwagoning with the U.S. government, in which the Japanese government has transformed its own security policy so that it could present itself as a major ally with the United States.

The first section discusses the differences between “transforming” and “transactional” leaderships, and locates them in the context of how the Japanese government has addressed alliances. The second section depicts the structural constraints of the alliances in which allies have had the dilemma of being abandoned from or entrapped into the partner’s security policy. It then documents the larger process of Japan redefining its security role in the Asia-Pacific region. In this context, the Japanese government’s response to the September 11 terrorism is also addressed. Special attention is paid to how the government sought to maintain a balance between military contributions to U.S.-Japan security alliance and the restriction on the “threat and use of force” prescribed in the Constitution. The fourth section changes the focus, and examines Japan’s recent transactional pro-activeness toward Asia and entry into regional politics. Japan’s holding of the Conference on Reconstruction Assistance to Afghanistan will be also addressed, and this article argues the conference was the fruit of Japan’s recent emphasis on human security. Finally, this article concludes that the combination of Japan’s continued transforming security policy and its strenuous, transactional efforts to enter Asian regional politics will be the first step toward real “normalcy” of Japan.

Citation: Ito, A. 2004. ‘Leadership in Bandwagon: A Historical Sketch of Japan’s Security Policy.’ Policy and Society 23 (1): 21-37.

Japanese Foreign Policy: Leadership and Style ( 168Kb)
Javed Maswood

Abstract: It is a curious reality that despite being the second largest economic power, Japan has not cast a large shadow on issues of international politics. Instead, the Japanese government has been largely content to remain on the sidelines and play a reactive role. This broad depiction of Japanese foreign policy however obscures recent attempts by the Japanese government to pursue its own agenda on the international stage. This paper looks at Japanese dealings within the International Whaling Commission and in the field of regional finance to highlight a more activist foreign policy posture. In the end the picture that emerges is of a Japan that is prepared to vigorously articulate and defend a position that is of somewhat ‘marginal’ interest to its key international allies but unprepared to venture out on other critical issue areas.

Citation: Maswood, J. 2004. ‘Japanese Foreign Policy: Leadership and Style.’ Policy and Society 23 (1): 38-57.

Local Political Leadership in Japan: A Harbinger of Systemic Change in Japanese Politics? ( 231Kb)
Purnendra Jain

Abstract: Observers of Japanese politics have generally assumed that because Japan is a unitary state, local government and its political chief executives have very little political and policy autonomy. Yet the assumption that a high degree of centralization in the political structure prevents leadership at the local level is misguided. Three case studies demonstrate that local chief executives from the peripheries are now more than ever demonstrating leadership at the local level. Local chief executives are increasingly challenging central government plans and policy priorities for local areas by setting policy agendas to follow their own vision and local needs, rather than accepting the center’s fiat. Using the typology of transactional and transformational styles of leadership, this article argues that trends observed in some localities may be the harbinger of transformational leadership from the local level, as local government takes a more salient place in Japan’s political system.

Citation: Jain, P. 2004. ‘Local Political Leadership in Japan: A Harbinger of Systemic Change in Japanese Politics?’ Policy and Society 23 (1): 58-87.

Assessing Japan’s Role as a Global Environmental Leader ( 197Kb)
Miranda A. Schreurs

Abstract: The Japanese government’s attitude towards global environmental stewardship has changed dramatically in the period since the late 1980s. The government has introduced a wide array of new environmental regulations aimed at addressing domestic and international pollution and promoting greater conservation of resources. Environmental decision making has also been made more open to environmental citizens’ groups. What should be made of these changes? How does Japan rank as a global environmental leader? This article assesses Japan’s performance in a comparative light and finds that while Japan has made considerable progress in pluralizing environmental policy making and introducing many new environmental laws there is still considerable room for improvement.

Citation: Schreurs, M.A. 2004. ‘Assessing Japan’s Role as a Global Environmental Leader.’ Policy and Society 23 (1): 88-110.

Japan’s Leadership Role in East Asia: Cooperation and Competition between Japan and China ( 186Kb)
Quansheng Zhao

Abstract: The issue of Japan’s regional role is a source of concern and uncertainty for its Asian neighbours. By focusing primarily on Japan’s relationship with China as well as the United States, this article first examines the concept of transformational leadership. It then discusses regionalism in the Asian Pacific arena, Japan’s possible leadership role, and the changing dynamics of power distribution in the region for the past two decades. The challenge for Japan is that it must develop a joint leadership role with China in order to integrate the region as has been done in Europe and North America. In the economic dimension, such cooperation and integration is already well-developed, although limitations still remain. The most difficult problems lay in strategic and political dimensions. Japan’s relations with China continue to be affected by two major factors, namely historical legacies (war memories) and the United States’ role in the region (particularly with regard to the issue of Taiwan).

Citation: Zhao, Q. 2004. ‘Japan’s Leadership Role in East Asia: Cooperation and Competition between Japan and China.’ Policy and Society 23 (1): 111-128.

About us : Past Issues : Submissions : Subscribe



		2004 The Leadership Role of the Prime Minister and Party ( 179Kb) Aurelia George Mulgan Abstract: Transformational leadership implies both a reforming vision and the achievement of significant change. Strong transformational leadership, as provided by some western democratic leaders, has not been possible in Japan because of the lack of institutional power available to the formal executive and the strong policy nexus between the ruling party and the bureaucracy. The failure of the Koizumi government to implement its reform agenda illustrates this impossibility. However, some Japanese prime ministers, including Koizumi himself, have been able to exhibit a relatively weak form of transformational leadership, in comparison with the more transactional style typical of most prime ministers. Whether the ruling LDP is capable of sustaining a stronger form of leadership is open to doubt. Citation: Mulgan, A.G. 2004. ‘The Leadership Role of the Prime Minister and Party.’ Policy and Society 23 (1): 5-20. Leadership in Bandwagon: A Historical Sketch of Japan’s Security Policy ( 214Kb) Go Ito Abstract: This article has two purposes. The first is to provide a historical overview of Japan’s security leadership, while at the same time it seeks to locate Japan’s response to the September 11 terrorism in the context of a larger process of defining its security leadership. As opposed to the Japanese transforming leadership that sought to balance the power of the United Nations, and that eventually invited unproductive consequences in the pre-World War II period, its pursuit of security roles in the postwar period has been well built in the U.S. hegemony. I then argue that Japan’s security policy has rested on its principle of bandwagoning with the U.S. government, in which the Japanese government has transformed its own security policy so that it could present itself as a major ally with the United States. The first section discusses the differences between “transforming” and “transactional” leaderships, and locates them in the context of how the Japanese government has addressed alliances. The second section depicts the structural constraints of the alliances in which allies have had the dilemma of being abandoned from or entrapped into the partner’s security policy. It then documents the larger process of Japan redefining its security role in the Asia-Pacific region. In this context, the Japanese government’s response to the September 11 terrorism is also addressed. Special attention is paid to how the government sought to maintain a balance between military contributions to U.S.-Japan security alliance and the restriction on the “threat and use of force” prescribed in the Constitution. The fourth section changes the focus, and examines Japan’s recent transactional pro-activeness toward Asia and entry into regional politics. Japan’s holding of the Conference on Reconstruction Assistance to Afghanistan will be also addressed, and this article argues the conference was the fruit of Japan’s recent emphasis on human security. Finally, this article concludes that the combination of Japan’s continued transforming security policy and its strenuous, transactional efforts to enter Asian regional politics will be the first step toward real “normalcy” of Japan. Citation: Ito, A. 2004. ‘Leadership in Bandwagon: A Historical Sketch of Japan’s Security Policy.’ Policy and Society 23 (1): 21-37. Japanese Foreign Policy: Leadership and Style ( 168Kb) Javed Maswood Abstract: It is a curious reality that despite being the second largest economic power, Japan has not cast a large shadow on issues of international politics. Instead, the Japanese government has been largely content to remain on the sidelines and play a reactive role. This broad depiction of Japanese foreign policy however obscures recent attempts by the Japanese government to pursue its own agenda on the international stage. This paper looks at Japanese dealings within the International Whaling Commission and in the field of regional finance to highlight a more activist foreign policy posture. In the end the picture that emerges is of a Japan that is prepared to vigorously articulate and defend a position that is of somewhat ‘marginal’ interest to its key international allies but unprepared to venture out on other critical issue areas. Citation: Maswood, J. 2004. ‘Japanese Foreign Policy: Leadership and Style.’ Policy and Society 23 (1): 38-57. Local Political Leadership in Japan: A Harbinger of Systemic Change in Japanese Politics? ( 231Kb) Purnendra Jain Abstract: Observers of Japanese politics have generally assumed that because Japan is a unitary state, local government and its political chief executives have very little political and policy autonomy. Yet the assumption that a high degree of centralization in the political structure prevents leadership at the local level is misguided. Three case studies demonstrate that local chief executives from the peripheries are now more than ever demonstrating leadership at the local level. Local chief executives are increasingly challenging central government plans and policy priorities for local areas by setting policy agendas to follow their own vision and local needs, rather than accepting the center’s fiat. Using the typology of transactional and transformational styles of leadership, this article argues that trends observed in some localities may be the harbinger of transformational leadership from the local level, as local government takes a more salient place in Japan’s political system. Citation: Jain, P. 2004. ‘Local Political Leadership in Japan: A Harbinger of Systemic Change in Japanese Politics?’ Policy and Society 23 (1): 58-87. Assessing Japan’s Role as a Global Environmental Leader ( 197Kb) Miranda A. Schreurs Abstract: The Japanese government’s attitude towards global environmental stewardship has changed dramatically in the period since the late 1980s. The government has introduced a wide array of new environmental regulations aimed at addressing domestic and international pollution and promoting greater conservation of resources. Environmental decision making has also been made more open to environmental citizens’ groups. What should be made of these changes? How does Japan rank as a global environmental leader? This article assesses Japan’s performance in a comparative light and finds that while Japan has made considerable progress in pluralizing environmental policy making and introducing many new environmental laws there is still considerable room for improvement. Citation: Schreurs, M.A. 2004. ‘Assessing Japan’s Role as a Global Environmental Leader.’ Policy and Society 23 (1): 88-110. Japan’s Leadership Role in East Asia: Cooperation and Competition between Japan and China ( 186Kb) Quansheng Zhao Abstract: The issue of Japan’s regional role is a source of concern and uncertainty for its Asian neighbours. By focusing primarily on Japan’s relationship with China as well as the United States, this article first examines the concept of transformational leadership. It then discusses regionalism in the Asian Pacific arena, Japan’s possible leadership role, and the changing dynamics of power distribution in the region for the past two decades. The challenge for Japan is that it must develop a joint leadership role with China in order to integrate the region as has been done in Europe and North America. In the economic dimension, such cooperation and integration is already well-developed, although limitations still remain. The most difficult problems lay in strategic and political dimensions. Japan’s relations with China continue to be affected by two major factors, namely historical legacies (war memories) and the United States’ role in the region (particularly with regard to the issue of Taiwan). Citation: Zhao, Q. 2004. ‘Japan’s Leadership Role in East Asia: Cooperation and Competition between Japan and China.’ Policy and Society 23 (1): 111-128.

	About us : Past Issues : Submissions : Subscribe
	Copyright © 2007. Policy & Society. All Rights Reserved