Reflective journal 4

RJ 4: Reflect on the leadership in China.


What is leadership? I believe leadership is a process that is ultimately concerned with fostering change. My point of view towards leadership is in contrast to the notion of ‘management’, which suggests preservation or maintenance. Leadership implies a process where there is improvement – from what we are now to someone different someone better in future. ‘Change’ is what makes up a leader’s job.

So what is leadership in China? As we will see, it is not necessarily the same as in the western world.

In China, seeking corporate harmony is the primary leadership task, but to the western world and me, ‘Change’ makes the world go round. Harmony is the foundation of Chinese culture. Ideally, the Chinese wish to live in harmony with people and the world around them. This makes the leader in China a social architect. The prime task of the leaders in China is to maintain the order of this social hierarchy. Of course, the Chinese are not always opposed to change as it may seem. It is an issue of primary purpose, an issue of priority and importance. Thus, while the western perception of a leader is to challenge the status quo and bring change, the Chinese leader’s goal is to establish and maintain and harmonious society.

In China, leadership is an intangible skill that is often hard to grasp. One vital point is communication. As we all know, the communication differences between East and West are profound. In my opinion, westerners usually say what they mean. Also, westerners tend to be task oriented and often enter relationships as a means of achieving goals. Americans, in particular form partnerships quickly and superficially. The can enter relationships easily and can leave them just as quickly. In China, I am not saying that people do not honour their words, but communication is more subtle, non-verbal, intuitive and indirect. It is rare for Chinese to say “no”. Also in terms of building a relationship with others, Chinese are much slower to commit themselves to others in a friendship. Chinese leaders prefer getting to know one another first before putting themselves into the abyss of work.

So the question now is “Can leadership in China keep pace with its ever-growing economy?”

Everyone has witnessed the emergence of China as a major global economic force. Despite this rapid development, a culture steeped in tradition was never to be overwritten. Today’s leaders in China face a unique challenge: On one hand, they have no choice but to adapt to the demands of the global market if they yearn for success. On the other hand, they must respect their traditions, which include the concept of guan xi (relations). China’s leaders are required to manage the fast-breaking change while respecting the cultural influences; can they take this chore up? That’s the question. Are they ready to face the world? Is there a clear image of successful leadership in China?

We can all see that the whole structure of Chinese leadership, in place for many years, has proven effective in terms of achieving business results. But, with different cultures infiltrating China and business models changing daily, it is prime time the Chinese leaders change the way they do their business. The Chinese structure of leadership focuses on building interpersonal bonds, collaboration, teamwork and trust. Therefore, if one person fails to keep up, the whole team cannot progress. To be honest, this is highly inefficient.

One important thing I feel strongly about the leaders in China is that they have a serious lack of charisma. China lacks good public speaking role models. In China, when leaders speak in public e.g. elections, they often come with a prepared sheet of paper. Although it indicates sincerity, it lacks the persuasiveness and influence.

Ironically, for both East and West, their greatest strengths have become their greatest weaknesses. In the West, overemphasis on individual rights has led to social disintegration. People are more prone to search for their own individual meanings and purposes. By contrast, in China, activities often enjoy a high degree of unity but at the expense of individual vision and initiative. In the face of rapid social, political and economic changes, leaders in China know that they need people who can think creatively and take actions without being told to do so.

In conclusion, we can see that effective leadership is only part of the equation of success in Chinese organizations. The other part which makes up the equation is the followers. Leaders need to find the right employees and help implement their plans and strategies. In big organizations, it is not only the leader that is important but also the followers.