Chapter 5 examines the effects of leadership on reform outcomes in four other central SOEs: State Grid, China General Nuclear Power Group, Sinochem, and China Railway Engineering Corporation. These companies are selected to capture full variation along two key dimensions: industry strategic importance and firm type. For each of these four central SOEs, the chapter compares the consecutive tenures of their chairmen to assess the effects of leadership on reform at the firm level. This survey provides additional evidence that successive leaders’ decisions about organizational strategy and structure are an important driver of variation in reform outcomes. Cross-firm analysis further suggests that the effects of leadership on reform are a matter of degree and are conditioned by existing institutions, policies, and economic factors.