Prior studies indicate that the role of 1st-level managers, or “kacho,” in Japanese organizations have shifted towards a “playing” role over the last couple of decades. However, little is known about work behaviors of senior managers, such as 2nd- (“bucho”) or 3rd-level managers (“honbucho”). To advance our understanding of managerial work behaviors across organizational levels, we develop a set of measurement scales that focuses on capturing differences in managerial behaviors by organizational levels. Our analysis of three, independently corrected datasets, with 2,130 samples in total, provides support to the validity of the four scales we developed and their measurement invariance across independent samples from different levels of managers. Our analysis also indicates that the differences in managerial behaviors between “bucho” and “honbucho” captured by the new measures are consistent with our predictions based on extant research.

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The purposes of this research were to (1) examine the reliability and validity of the Japanese version of the Career Crafting Assessment Scale (CCA) and (2) assess the measurement invariance across different culture groups. A study was conducted for each objective. Reliability and validity were examined in Study 1, and the results support the same factor structure as the original scale. Cronbach's alpha and higher-order omega were also sufficiently high, and the results showed medium to strong correlations with related constructs, including protean career attitudes, job crafting, and subjective career success. Study 2 examined measurement invariance across Japanese and Anglo samples of the CCA, with the results supporting scalar (strong) invariance between the two samples. These results show that the Japanese version of the CCA has sufficient reliability and validity and is measurement-invariant across Japanese (Confucian Asian) and Anglo samples.

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This study examines the mediating effect of Leader-Member Exchange (LMX) in dealing with disliked supervisors in one of the Japanese manufacturing plants. Amid the social issue of workplace bullying, it explores how the disliked behaviors and characteristics of supervisors affect subordinates' conflict management and how LMX mediates this relationship. As a result, the mediating effect of LMX was confirmed. Arrogant supervisors, akin to workplace bullying, promote submissive responses while suppressing harmonious and assertive responses. On the other hand, a disliked but competent boss encourages harmonious, positive, and submissive responses, while disagreements with a disliked or weak boss lead to unresolved conflict and neglect.

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