Chapter 4 focuses on the career of the actress Shangguan Yunzhu, from bourgeois film star in late 1940s Shanghai to re-educated “art and literary worker” in post-revolutionary New China. Shangguan’s early career and education enjoyed limited success but built on her fortuitous affiliation with the left-wing Kunlun Film Company. Shangguan’s post-revolutionary private and professional life had ups and downs, including allegations against her husband, Cheng Shuyao, during the Three Antis campaign (anti-corruption, anti-waste, anti-bureaucracy) in 1951. Her return to the limelight as a re-educated “old star” came in the context of PRC cinema of the mid-1950s. The controversy surrounding a much-publicized 1956 dinner she had with Mao Zedong shaped Shangguan’s own political fortunes compared to those of her colleagues during the Anti-Rightist movement of 1957. Finally, Shangguan was denounced over a series of humiliating struggle sessions at the start of the Cultural Revolution, which coincided with a diagnosis of terminal breast cancer, together leading the actress to commit suicide in 1968. Shangguan’s legacy, with her close relationship with Mao and Jiang Qing, reveal the persistence of metropolitan modernity in spite of the Party’s mainstream revolutionary socialist discourse.

All states need competent and loyal state administrators to both reflect the state and implement its policies. Although the People’s Republic of China in Sunan and the Republic of China in Taiwan were unalterably politically opposed to each other, the ways in which they labeled and conceived of their administrators exhibited surprising overlaps. Both used ganbu (cadre) alongside more neutral terms like civil servant or state personnel in the early 1950s. Both presumed that individuals in state service needed to exhibit “virtue” (loyalty and engaging in work in the “right” way), “talent” (functional and technical competence) and continuous self-cultivation. The two regimes diverged in how they fostered these positive attributes in their state administrators: the PRC in Sunan sent thousands for party-mandated training, and selected “talent” according to enthusiasm and conducting campaigns in the right way while the ROC in Taiwan was enamoured of regular systems of examination and annual evaluation for entry and promotion.