Late last month, Chiang Wan-an (蔣萬安) of the Chinese Nationalist Party (KMT) took office as Taipei mayor and saw off his predecessor, Ko Wen-je (柯文哲), chairman of the Taiwan People’s Party (TPP).
On the same day as Chiang’s inauguration, rumors spread that there would be major personnel changes at the TPP.
It is likely that former TPP legislator Tsai Pi-ru (蔡壁如) is no longer considered a core member of the party, and former TPP official Chang Yi-san (張益贍) allegedly told Ko that he should not “dispose” of people like this.
A few months ago, torrential rain caused heavy flooding in Taipei. Many drivers who parked under Bailing Bridge (百齡橋) did not have enough time to move their vehicles before the floodgates were closed. Their vehicles were swamped.
“Each citizen should take responsibility for their own behavior,” Ko said of the incident.
As the mayor of the city, his attitude was unacceptable, and his response revealed his “giant infant” style of leadership.
In his book, Ko Wen-je’s Management Science (柯P管理學：價值，領導，創新), published in August last year, Ko touts his achievements during his eight-year term as mayor, highlighting his management skills.
He also writes that his core values are integrity and honesty.
However, his conduct goes against the ideas of good leadership presented in his book.
Look at his treatment of Tsai. It is obvious that Ko would exploit his employees as tools, and after he has used them, soon dispose of them.
Taipei’s flooding is another example of his poor management. In the face of disaster and controversy, he shied away from taking responsibility and blamed residents for not looking after themselves.
In 2019, Ko referred to himself as the Qing Dynasty’s Yongzheng Emperor (雍正), unabashedly comparing himself to a leader of a backward, feudal era.
Psychologically speaking, an emperor is pompous, arrogant and egotistical. When a person with such character traits knows that they made a mistake, they immediately avoid taking responsibility while finding fault with the victims.
Moreover, they often exhibit their authority by insulting others, and never admit to their errors.
In the case of Tsai’s removal, Ko revealed again his emperor-like, self-centered personality. He treated Tsai unfairly and callously, regardless of how loyal she had been to him during their days at National Taiwan University Hospital and throughout his political career.
Calling it “giant infant” leadership is an apt way to explain his particular style of management. Typically, when a giant infant leader is confronted with a mistake or failure, they target their victims and label them negatively, but in doing so, their impotent decisionmaking and governing is revealed even more plainly.
A baby might throw a tantrum and burst into tears when they fail to get what they want. They lose their temper and attack others.
Ko acts just like that. He would never consider himself a wrongdoer, whereas his subordinates would be expected to take care of the trouble he makes. After cleaning up his mess, Ko does not give them the credit, and worse, he disposes of them as he sees fit.
Although Ko wrote a book about management, he would likely fail a course on it.
Taiwan has been a democratic country for decades. Taiwanese do not need a leader who looks up to an emperor, and they surely do not need a giant infant leading their country.
Knight Chang is a political worker and doctor of education.
Translated by Liu Yi-hung
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