Higher Education Governance in China: Party's Role and Leadership = 중국 고등교육의 거버넌스: 공산당의 역할과 리더십

다국어 초록 (Multilingual Abstract)

Abstract
Over the past decades, China has rapidly expanded its higher education system, now the world's largest. Its academic and research achievements are remarkable, yet studies on its unique governance system—particularly the CPC's (Communist Party of China) leadership in universities—remain insufficient. Given the Party's central role, this research gap not only limits international academic exchange but also poses challenges for future higher education reforms and policy-making in China.
This study adopts a qualitative approach within a participatory paradigm, emphasizing fieldwork, observations, and equal dialogue with multiple groups of university stakeholders. It explores the CPC's roles and leadership processes, channels of influence, the dynamics of dual-leader and seesaw structures, and institutional variations. This study provides deeper insights into understanding Chinese higher education governance and the CPC's leadership within universities.
Finding 1: Governance in Chinese Higher Education
This study challenges the notion that China's higher education operates solely as a bureaucratic system. While the CPC's leadership is legally entrenched, governance practices remain flexible, allowing for limited faculty and staff participation. The Party assumes multiple roles, including "highest powerholder," "patriarch," "government spokesperson," and "bridge to external society." These adaptable roles enable both oversight and collaboration within a unique governance structure.
Finding 2: Channels of CPC Influence
The CPC enforces leadership through formal structures, informal channels, and ideological education. Formal mechanisms include governance committees, personnel appointments, and policy-making bodies, ensuring Party oversight. Informal networks, such as personal rapport, one-on-one dialogues, and care interactions, foster Party influence beyond administrative structures. Additionally, ideological activities such as Party organizational life, ideological education, and campus culture shaping further embed CPC influence, reinforcing Party presence without direct intervention in academic affairs.
Finding 3: Dual-Leader Structure and Human Factors
Chinese universities follow a dual-leader model, with Party Secretaries handling ideology and strategy, while presidents manage academics and administration. However, their roles often overlap, influenced by leadership styles and personal dynamics. The Party's Organization Department maintains balance, fostering a "seesaw" dynamic between the two leaders. In some universities, Party Secretaries take a backseat, while in others, they lead both ideological and administrative matters, especially in politically sensitive contexts.
Finding 4: Variability in CPC Leadership
CPC influence varies across institutions, with some universities experiencing direct Party control, while others have a more symbolic CPC presence. The institutional factors contribute to these differences. In recent years, Party leadership has grown stronger, with Secretaries assuming more visible and directive roles, reflecting the Party's increased emphasis on ideological control in higher education.
In sum, these findings reveal a complex, adaptable governance model in which the CPC integrates formal oversight with flexible informal influence, guided by a balance between ideological priorities and academic cooperation. The adaptability of CPC's fuzzy leadership allows universities to function under the Party's guidance while also accommodating input from other university stakeholders, ultimately contributing to the distinctive governance style within Chinese higher education.

목차 (Table of Contents)

• Table of Contents
• Abstract i
• Table of Contents i
• Table of Diagrams v
• Chapter 1. Introduction 1
• Research Purpose 6
• Research Questions 6
• Clarification of Common Terms in This Research 7
• Chapter 2. Research Background 8
• 2.1. Governance and Government: Understanding and Practice 8
• 2.2. University Autonomy and Academic Freedom 11
• 2.3. Role and Leadership: Conceptual Clarifications 13
• 2.4. Leadership and Governance 15
• 2.5. Leadership as Process 17
• 2.6. Previous Studies Review on Chinese University Governance and Leadership 18
• Chapter 3. Research Methodology 23
• 3.1. Research Design 23
• 3.2. Stages of Conducting the Research 26
• 3.3. Data Collection and Analysis 29
• 3.3.1. Data Collection 29
• 3.3.2. Data Analysis 38
• 3.4. Limitations 41
• Chapter 4. Research Findings 43
• 4.1. Governance Present in China's Higher Education by Examining the Party's Role in Universities 47
• 4.1.1 Party's Roles Stipulated by Laws and Regulations 48
• 1) National Laws 48
• 2) CPC Regulations 52
• 3) Internal Policies of Specific Universities 55
• 4.1.2. Party's Roles in Practice 64
• 1) The Highest Powerholder 64
• 2) The Elder, the Patriarch, the Lubricant 67
• 3) The Spokesperson of the Party/government 75
• 4) The Bridge of Connecting Universities and outside Societies 80
• [Narrative Essay 1] Bridging Boundaries: Secretary Z and the University's Move 81
• 4.2. Channels of the CPC Exerting Its Influence 86
• 4.2.1. Complex Mixed Organization Based Formal Channels 88
• 4.2.2. Informal Channels of the Party's Leadership in Universities 99
• 4.2.3. Ideological and Political Education 108
• [Narrative Essay 2] Party Principles or Human Nature: Making the Choice 117
• 4.3. Human Factors in Leadership: Exploring the Dynamics Between Party Secretaries and Administrative Heads 122
• 4.3.1 Dual-leader Structure in Chinese Universities 123
• 4.3.2. Triangular Structure of Chinese Higher Education Governance 133
• 4.4. The Party Role and Leadership Vary Across Different Institutions 143
• 4.4.1. Balance of Influence Between Party Secretary and President/Dean 144
• 4.4.2. Intra-University Variability in CPC Leadership Performance 146
• 4.4.3. Visibility and Prominence of The CPC Leadership 153
• 4.4.4. Temporal Variation in CPC Leadership 162
• Chapter 5. Discussions 164
• 5.1. Summary 164
• 5.1.1. Governance in Chinese Higher Education 164
• 5.1.2. Channels of CPC Influence 165
• 5.1.3. Dual-Leader Structure, Seesaw Dynamics and Human Factor Impact 166
• 5.1.4. Variability of The CPC Leadership Across Institutions 167
• 5.2. "Party's Leadership Overall": Is This Truly the Case? 168
• 5.3. Fuzzy Leadership: Variable Roles and Flexible Channels 170
• 5.3.1. Diverse Roles and Flexible Channels Act in Synergy 172
• 5.3.2. "Fuzzy Leadership": Conceptualizing CPC Influence in Universities 174
• 5.4. Challenges Facing the CPC Leadership in Chinese Higher Education 176
• 5.4.1. Lack of Clear Role Delineation and Institutional Guidelines 176
• 5.4.2. Influence of Human Factors Due to Institutional Gaps 177
• 5.4.3. Limited Cooperation from the Academic Elite 178
• 5.4.4. Developmental Limitations of Chinese Model in Higher Education 179
• Chapter 6. Conclusion and Implication 181
• 6.1. Evaluating the Governance System in Chinese Higher Education 181
• 6.2. Flexibility and Dynamics of CPC Leadership 182
• 6.3. Theoretical Reflections and Broader Implications 183
• 6.4. Future Research and Final Thoughts 184
• Bibliography 185
• Appendix 191
• Data Encoding Instructions 191
• Region Codes: 191
• Participant Group Codes: 191
• University Code: 191
• Individual Participant Code: 191
• Research Data Citation Guidelines: 192
• Review Report of SNU Institutional Review Board (IRB) 194
• Interview Outline (versions development) 196
• Participant Observation Logs 204
• Visit Logs and Interview Notes 204
• Analytical Memos and Diagrams 204