抄録
Railroad companies, as bureaucratic organizations, have emphasized leadership to guide
their employees. On the other hand, building “a reporting culture” for safety requires
the initiative of the employees, and traditional leadership may not be sufficient. This
study attempts to explore whether traditional leadership is sufficient for fostering a
proactive safety reporting culture within bureaucratic railway organizations. First, the
argument progresses by examining the necessity of a reporting culture, the constraints
of traditional leadership in bureaucratic structures, and introducing Servant Leadership
(SL) as a viable solution. Second, this paper examines case studies of West Japan
Railway Company and TESSEI, utilizing documentary research and interviews to
explore the role of traditional leadership and SL. This study concludes that SL is
effective in promoting a reporting culture essential for safety.
