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The Nuclear Waste Management Organization of Japan (NUMO) was established in 2000 as the organization responsible for the deep geological disposal of specified radioactive waste. Their siting process was initiated through open solicitation of volunteer host communities. However, no communities came forward with the exception of Toyo Town, which applied for the initial literature survey, but then withdrew the application due to strong opposition in 2007. To identify why the then mayor of Toyo Town failed, we analyzed his behavior and leadership characteristics, including how he collaborated with NUMO and the Agency for Natural Resources and Energy (ANRE). We identified the pattern of Machiavellian leadership, which was most likely the reason why he lost credibility and public trust. To improve the future siting process, we identified suitable leadership for high-level radioactive waste (HLW) management based on leadership theories. We determined that servant leadership is suitable because of its focus on the followers, with the achievement of organizational objectives being a subordinate outcome. With servant leadership characteristics, the leaders of NUMO, ANRE, and candidate municipalities may win trust because they value the people of the host communities and empower them to engage in decision-making during the siting process, which can help raise public acceptance.

What Is Suitable Leadership for High-Level Radioactive Waste (HLW) Management?