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Leadership and Values: The Organization of Large-Scale Taiwanese Enterprises . By Robert H. Silin. [Cambridge, Mass. and London: Harvard University Press, 1976. 243 pp. $15.00.]

Leadership and Values is an important addition to the growing literature on the cross-cultural study of organizational behaviour. Silin's basic thesis is that cultural concepts of man and man's place in the universe determine role perceptions and patterns of interaction within groups. As such concepts and perceptions may differ from one culture to another, so may group behaviour. In this case, the culture is Chinese and the group is a Taiwanese industrial enterprise. Silin spent over a year participating, observing and interviewing in a well known Taiwanese electronics firm. He also spent shorter periods in " several other " enterprises collecting comparative and corroborative data. The results of his labours are reported in seven chapters and two appendices. The introduction is a lengthy exposition of the merits of the comparative approach in studying organizational behaviour. I believe that most people are aware of this. Such a discourse on methodology, while appropriate for a doctoral dissertation, should be omitted in formal publications unless the method is highly unusual. Chapter one describes the economic, social and political setting of Taiwan. Chapter two, entitled " The Normative Basis of Action " is the real beginning and a most crucial chapter, wherein Chinese cultural values and attitudes about the ideal person and ideal conduct are set forth. While drawing upon Confucian philosophy in part, Silin's prime source for these ideals are conversations and discussions with various members of the firm, mostly middle and upper level employees or executives. Specifically, these ideals are found to emphasize emotional restraint, modesty, hierarchical propriety, polite conduct, self-cultivation, magnanimity, sensitivity, self-reliance and more particularly the avoidance of interdependence. Silin is to be commended for taking pains to isolate and document these ideals. More admirably, he succeeds in showing that certain traditional Confucian concepts translate very well into the modern idiom. Most writers on European or Japanese organizational behaviour are content to observe and record distinctive behaviour patterns without bothering to link them with specific stated ideological concepts.