Junzi leadership in Singapore: governance and human capital development
Le Queux, Stephane, and Kuah, Adrian (2021) Junzi leadership in Singapore: governance and human capital development. Journal of Management Development, 40 (5). pp. 389-403.
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Abstract
Purpose – This paper provides insights as to how a Confucian-inspired Junzi style of leadership translates into initiatives toward human capital development in Singapore. After reviewing tripartite governance in Singapore, we discuss the character of Confucian leadership: how does this value system inform the moral economy of the Singaporean corporatist model and inherently come to impact upon the conception and significance of human capital.
Design/methodology/approach – The case approach was employed using multiple sources of secondary data, supplemented by interviews with high-profile informants in Singapore. Multiple sources led to data triangulation in presenting a mutually consistent set of evidence. The paper also draws from a longitudinal observation of Singapore’s industrial relations and human resource development (HRD) policies over the last 10 years since the Global Financial Crisis.
Findings – Organized along two thematic areas: governance and human capital development, this paper proposes and finds that governance in Singapore displays an institutionalized form of Junzi leadership that translates into policymaking toward human capital development.
Originality/value – This paper brings about an Asian perspective of Junzi leadership toward management and governance. The Confucian value system intrinsic to tripartite governance provides an original heuristic lens that helps shed a light on the significance of human capital development in Singapore.
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