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Published online by Cambridge University Press: 04 December 2024
Chapter 6 develops an integrated framework of leader–subordinate dynamics in Chinese SOEs. How do leaders interact with subordinates to execute their agendas, and how do subordinates respond? Grounded in reward, coercion, and legitimate bases of power, the chapter identifies SOE leader tactics such as leveraging position authority, conducting personnel ploys, emphasizing material and status gains, invoking external threats, underscoring superiors’ directives and policies, and appealing to subordinates’ personal duty and morality. Subordinates may react by praising and supporting the leader or by expressing alternative views, delaying or subverting implementation, shirking, engaging in critical expression, or quitting. Leader–subordinate interactions are iterative and evolve over time.
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