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The Language of Global SuccessHow a Common Tongue Transforms Multinational Organizations$
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Tsedal Neeley

Print publication date: 2019

Print ISBN-13: 9780691196121

Published to Princeton Scholarship Online: May 2020

DOI: 10.23943/princeton/9780691196121.001.0001

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Leading the Lingua Franca Mandate

Leading the Lingua Franca Mandate

Chapter:
(p.27) 2 Leading the Lingua Franca Mandate
Source:
The Language of Global Success
Author(s):

Tsedal Neeley

Publisher:
Princeton University Press
DOI:10.23943/princeton/9780691196121.003.0003

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

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