Learning Ideal Leadership from Captain Juzo Okita of Space Battleship Yamato: The Captain’s Presence Demonstrating Decision and Resolve
Published at NOTE blog, Oct 8, 2025. See the original post here
by Miroku
Jūzō Okita is the figure who immediately comes to mind when asked, “What is the ideal boss?”
Strict, taciturn, and somehow intimidating, yet commanding immense trust; Captain Okita embodied this leadership ideal perfectly. It was because his “decisions” and ‘resolve’ were overwhelmingly genuine.
First, a leader is someone who makes decisions. They gather information, listen to surrounding opinions, and ultimately choose “what to do.” And those decisions always come with risk, right? “What if I’m wrong?” “What if others oppose me?” Even while grappling with such doubts, they must look ahead and decide. Only those who can bear the weight of that responsibility are true leaders.
Captain Okita’s decisions were the very symbol of this. Early in the story, when he resolved to undertake the “unprecedented mission” of sailing to Iscandar, he understood its meaning and gravity more deeply than anyone.
This journey might be a one-way ticket. Many crew members might lose their lives. Still, we shall go.
Captain Okita quietly bore this resolve. Moreover, he demonstrated that decision not by emotionally imposing it, but through his “actions” and “attitude.” Standing at the forefront himself, persisting on the bridge despite illness. Never uttering a single complaint, simply trusting his comrades and believing in the future. How many crew members were inspired by that? Here lies the true value of a leader who speaks through actions rather than words.
In modern workplaces, leadership often leans toward superficial skills like “presentation ability” or “speaking style.” Of course, those are important too. But what truly moves people is that “quiet resolve.” When subordinates hesitate in fear, what makes them think, “If I follow this person, we’ll be okay”? It’s the consistent stance shown day in and day out, and the resolute judgment in critical moments.
Captain Okita’s decisions showed no wavering. That’s because he possessed an “unshakable standard” within himself.
“Prioritize human life above all else.”
“Never lose sight of our mission to protect Earth.”
He adhered to these two principles no matter how dire the situation. That consistency was precisely why his subordinates trusted him.
For a leader, the most crucial thing is “trust.” But it doesn’t just appear on its own. It is built slowly and steadily, through the accumulation of daily words and actions. Leaders like Captain Okita, who “led by example,” gain ever-deepening trust from their subordinates, even if they speak little. This is because the crew senses something “more certain than words.”
For example, after Captain Okita fell ill, though shaken, the crew swore to “carry on the captain’s will.” This is truly remarkable. When the top leader is absent, will the organization collapse or unite? That depends entirely on how the leader behaves day-to-day. Captain Okita’s presence was not merely that of a “commander,” but the team’s “spiritual pillar.” Every member naturally felt, “Because this person is here, I can persevere too.” That is the true form of leadership.
Above all, he never pandered to his subordinates. He didn’t try to force people to like him, but interacted with both strictness and genuine care. This is a point many modern supervisors struggle with, isn’t it? Thinking, “I don’t want to be disliked,” or, “I’d be in trouble if they quit,” they become overly gentle or fail to give proper guidance. But that kind of kindness can sometimes hinder a subordinate’s growth in the long run.
Captain Okita possessed both strictness and trust. That’s precisely why his subordinates, while sometimes rebelling, ultimately felt they could trust him. This is the very image of an ideal leader.
It’s not about “whether it’s right or wrong,” but “whether you chose it with resolve.” The depth of that judgment determines an organization’s fate. And that resolve will always be felt by your subordinates. A leader’s decision isn’t about “giving an answer,” but about “standing in that place.” Juzo Okita embodied this truth with his entire being.
If you find yourself needing to make a decision right now, try closing your eyes like Captain Okita and quietly confront your own standards. For whom, and for what purpose, are you making this decision? Is your own “resolve” present there? That should be your first step toward becoming a true leader.