Previous research has found that, in successful situations, East Asians tend to feel less pride and greater embarrassment than Westerners. From a socio-ecological perspective, we propose that these cultural differences in self-conscious emotions after success could be due to cross-societal differences in the expected reward or punishment that others would assign to the actor for high achievement, which in turn stems from different levels of relational mobility. Supporting our theory, a vignette study with American and Japanese participants showed that (a) Japanese felt more embarrassment and less pride in successful situations than Americans; (b) the cultural differences in embarrassment were mediated by relational mobility and the expected punishment for high achievers; (c) the indirect effect of relational mobility and the expected reward for high achievers on pride was in the predicted direction but was not significant.

This study investigated the integrated teamwork model in organizations based on the survey data of 21 organizations, 812 teams, and 5,728 participants. First, consistent with the Input-Process-Output (IPO) model, the team-level mediating effects of “team leadership → team process → team performance” were confirmed. Next, we examined the further detailed relationships among the team-level variables. Our analysis demonstrated that relationship-oriented leadership was positively associated with daily communication, while task-oriented leadership was positively related to cooperation and goal sharing. In addition, goal sharing had a strong and positive association with team performance. Finally, we examined the interaction effect of task-oriented leadership and relation-oriented leadership. The analysis indicated a synergistic impact on which team process and performance were particularly enhanced when both were high, as assumed by the two-factor theory of leadership behavior represented by PM theory.