The well-known career-long, longitudinal investigation of the
careers of Japanese managers (Graenet al., 2006 ) demonstrated the
power of the SNL model in Japanese corporate society. It documented
that career-long progress in a Japanese corporation is predictable
using the model. Recent studies in China suggest that this SNL model
works well to predict job performance and job satisfaction of Chinese
employees in both Sino-Western ventures and Chinese corporations
in coastal China (Graen and Graen, 2007 ). This model also was
shown to be helpful in highlighting cross-cultural leader and member
communications problems in Sino-Western ventures and suggested
remedies (Graen, Hui, and Gu, 2005 ). Paternalistic leadership is dis-
cussed in detail in the preceding chapter by Farh and his associates.
Its success in describing certain large family companies in Taiwan sug-
gests that it can be integrated successfully with Western and Japanese
technology.
Recommendations
Modern leadership theory in the West is beginning to appreciate the
ideals, stated long ago, of being a Daoist leader (Johnson, 2000 ).
Although Western scholars prefer to struggle against nature, Daoist
and Buddhist thinkers cooperate with nature. Confucianism early on
prescribed the social hierarchy of lasting relationships that specified
humanity, righteousness, knowledge, trust and filial piety, with all
moral authority flowing down from the Sun God through the Middle
Kingdom emperor. This impractical system of Confucianism was
alerted to its shortcomings by the pragmatism of early Legalism.
The fundamental question of the necessity of war between states was
ayin(Mohism) versus ayang(Art of War School). In sum, the Chinese
models of leadership are filled with a multitude ofyinand yang
tensions that allow leaders to choose their personal calling from
among Chinese traditions.
Western leaders are offered similar yin andyangtensions. For
example, a leader who shares network leadership strives to be seen
as ‘‘wateristic’’ by followers and endeavors to instill these values
in followers through sharing leadership (Kramer, 2006 ). In this theory,
292 George Bear Graen