Leadership is an abstract concept that has vast practical implications. Great leaders are not born but made and, as such, countries such as China have government-sponsored programs that teach governance. As one of the economic powers in the world, the country seeks to maximize its human resources. The best leadership model that suits the nation is the transactional leadership model. A transactional leader values order and structure (Si & Wei, 2012). Such an individual works efficiently to command military operations, manage large corporations, and lead international projects that require coordination of resources across continents and adherence to rules and regulations of different countries. The leadership model suits China as it has vibrant technological and manufacturing sectors that value creativity and innovation. It also has a large educated population that is equipped with hard skills but could do with soft competencies only acquired in leadership training programs.
There are three dimensions of leadership models that help the strategy bear more results. The first one is the contingent reward (CR). The leader will often clarify the expectation and offer a reward to those who meet them. The second dimension is the management by exception active. Here, the leader monitors the behavior of the followers and takes proactive actions against any possible occurrences before the misconducts yield negative results (Si & Wei, 2012). Finally, there is management by exception passive where the leader waits until the negative behavior causes damage before taking action. The dimensions would work to help the nation build its rules on the principles of learning from its own experiences. Further, the expectations set will work best to help the country utilize its resources for positive growth and development.

References
Si, S., & Wei, F. (2012). Transformational and transactional leadership, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context. European Journal of Work and Organizational Psychology, 299-320.