Daoist leadership: theory and application

doi:10.1017/CBO9780511753763.005

3 - Daoist leadership: theory and application

Published online by Cambridge University Press: 14 May 2010

Yueh-Ting Lee ,

Ai-guo Han ,

Tammy K. Byron and

Hong-xia Fan

Edited by

Chao-Chuan Chen and

Yueh-Ting Lee

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Chao-Chuan Chen: Affiliation:
Rutgers University, New Jersey
Yueh-Ting Lee: Affiliation:
University of Toledo, Ohio

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Summary

This chapter is in four parts. First, we address the historical and philosophical context of Daoism (or Taoism). Second, we explore the nature of Daoism. Daoism is a philosophical way to understand human existence and the meaning of the universe in relation to human existence. Third, we demonstrate that a Daoist leadership style is distinctive but useful. One of the philosophy's metaphors is of being like water. An example of the use of this metaphor is the description of a water-like leadership style (with attributes which are known as the Eastern or Daoist leadership Big Five – altruistic, modest, flexible, transparent, and gentle but persistent). Also, leading a big organization is like cooking a tiny fish (wei wu wei). Eastern and Western cultures and leadership styles and theories are discussed along with Chinese Daoism. We conclude with practical applications and implications related to Daoist leadership.

Daoist leadership: theory and application

According to Craig Johnson (1999), a Western scholar of Daoist philosophy, Daoist leadership cannot be divorced from the philosophy's underlying world-view. Leaders may decide to adopt only certain Daoist practices. However, they should first be aware that Daoism is a complex, comprehensive, integrated system of beliefs, not a set of unrelated concepts (see Lee, 2003). Daoism seems to speak most directly to a leader's use of power and position.

At the outset, two notes are in order.

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Type: Chapter
Information: Leadership and Management in China
Philosophies, Theories, and Practices
, pp. 83 - 107

DOI: https://doi.org/10.1017/CBO9780511753763.005 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2008

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