Does Performance Competition Impact China's Leadership Behaviour? Re-examining the Promotion Tournament Hypothesis

Abstract

AbstractHow can China develop so quickly and yet maintain stability? Most scholars pinpoint the efforts of China's local government leaders as a primary factor. Regarding what motivates these leaders, however, scholars display wide disagreement. The widely accepted “promotion tournament” hypothesis stresses competition among local leaders as the driving force, but empirical test results vary considerably and create controversy. We argue that tests of promotion competition should target leadership behaviour rather than institutional inducements; the latter are, at best, a necessary condition of the former. Informed by extensive fieldwork, this study proposes an alternative and more direct approach to verifying the promotion tournament hypothesis by examining the impacts of promotion competition on leaders’ performance efforts. Our test results show, however, that competition for promotion has no significant impact on local leaders’ behaviour, thereby indicating that the promotion tournament hypothesis cannot be the primary explanation for China's economic achievements and regime resilience. In so doing, our study illuminates the oversimplified assumptions behind a prevailing proposition in Chinese politics and offers empirically informed insights into the tensions between political institutions and leadership behaviour.