Behavior in international leadership settings varies widely. Therefore, business leaders must brief themselves on what others expect before meeting with other business leaders, such as those in Japan.

Professionals have noted that Japan has unique organizational traits. A strict seniority system, inherited from the feudal era of samurai and emperors, emphasizes a hierarchal rank approach. Younger team members (kohai) display respect and obedience to the older generation of leaders (sempai), and advancement comes only with age.

At the same time, Japanese business culture emphasizes the value of hands-on engagement across organizational levels. It emphasizes group harmony, consensus-based decision-making, and sempai-kohai mentor relationships. Harmony extends to material considerations, as salary disparities between executives and rank-and-file workers remain relatively low.

Public compliments and criticism focus on the entire group. Where they occur, criticisms occur privately, such as at a restaurant after work. Japanese leaders also allow mid-level team members to speak for them publicly, thus emphasizing harmony and consensus.