Transformational CEOs questions why some Japanese firms succeeded in the 1990s despite an economy that failed - regardless of the burst of the `bubble' economy, a number of Japanese companies have maintained or extended their international leadership in particular sectors. The authors argue that while some of the reasons for successes are plain common sense - operational effectiveness and superior CEO leadership - some are Japan-specific and point to a break with traditional leadership rationale. Presenting four in-depth case studies, the book shows that newly appointed foreign managers and overseas trained Japanese managers have been instrumental in the success of these corporations and have re-written the rulebook on Japanese management. The behavior patterns and cognitive processes of successful CEOs in Japanese companies - Nissan and Sony being the most well-known - are examined. From these studies, two different but equally successful leadership approaches have emerged: the...

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