Leading the Lingua Franca Mandate
Leading the Lingua Franca Mandate
This chapter follows Mikitani's thinking and leadership development with regard to the Englishnization mandate. Initially, Mikitani believed the English language mandate would succeed if employees were independent and entrepreneurial, taking full responsibility—financially and otherwise—for learning English. However, after nearly a year and a half, upon discovering that progress was dismal, he led a major shift. The chapter introduces and discusses Mikitani's promotion of the mandate during the second phase of “English only”—learning English while retaining one's native culture. It assesses how Mikitani's leadership influenced employee attitudes and English language proficiency scores. Mikitani believed that given the right conditions, such as the deliberate immersion that he was cultivating, the Japanese employees could acquire English as well.
Keywords: English language proficiency, employee attitudes, proficiency scores, leadership development, Englishnization, language learning
Princeton Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
Please, subscribe or login to access full text content.
If you think you should have access to this title, please contact your librarian.
To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us.
