Zhen Xiong Chen
Biographic Data
| ID | 5448479 |
|---|---|
| NAME | Zhen Xiong Chen |
| GIVEN NAMES | Zhen Xiong |
| FAMILY NAME | Chen |
| SIGNATURE | CHEN Z X |
| AFFILIATIONS | Australian National University |
| ORCID | 0000-0002-1537-2291 |
| VERIFIED | Yes |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 232 |
| WORKS AS AUTHOR | 12 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2000 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 4 |
Humble leader, successful follower
Seeing is not believing
Social exchange spillover in leader–member relations
Drawing on role theory and the cultural theory of collectivism, we developed and tested a multilevel model of social exchange spillover in leader–member relations in the Chinese context. In Mplus analyses of a sample of 213 subordinates from 47 groups, we found that, at the individual level, a dimension of leader–member guanxi (LMG), leader–member personal life inclusion (LMG‐P), which is defined as the extent to which leaders and members include…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
Antecedents and outcomes of abusive supervision
The authors examined antecedents of abusive supervision and the relative importance of interactional and procedural justice as mediators of the relationship between abusive supervision and the work outcomes of affective organizational commitment and individual- and organization-directed citizenship behaviors. Data were obtained from subordinate-supervisor dyads from a telecommunication company located in southeastern China. Results of moderated r…
Delegation And Employee Work Outcomes
We used cultural self-representation theory to develop a model of the processes linking delegation to work outcomes. We tested this model with data from a sample of 171 subordinate-supervisor dyads from the People's Republic of China. Regression results revealed that organization-based self-esteem and perceived insider status fully mediated the influence of delegation on affective organizational commitment, task performance, and innovative behavi…
Reactions to psychological contract breach
This study examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions to perceptions of employee breach of the psychological contract. In addition to the main effects, we also hypothesized that the benevolence (or kindness) of the supervisor and the traditional values (or respect for authority) of the employee would attenuate the ne…
Cross‐cultural development of an abridged job insecurity measure
Using four samples from the United States and China, we developed two theoretically based abridged job insecurity (JI) scales to address researcher concerns with the length of the original 57‐item scale. These two scales contained all the components of the scale originally developed and validated by Ashford et al., 1989 . Our abridged scale has 37 items (18 items for job features, 16 items for total job, and 3 items for powerlessness). We further…
Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior
We developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors. Our sample comprised 162 leader-follower dyads within organizations situated throughout the People's Republic of China. We showed that leader-member exchange fully mediated between transformational leadership and task performance as well as organizational ci…
Trust as a mediator of the relationship between organizational justice and work outcomes
Data obtained from full‐time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesi…
Culture and Procedural Justice
Employee Demography, Organizational Commitment, and Turnover Intentions in China
This study investigates the main effect of demographic variables on organizational commitment (OC) and the moderating effect of gender and education on the relationship between OC and turnover intentions (TI) based on a survey of 333 employees in the People's Republic of China (PRC). Only position positively influenced employees' OC while other demographic variables had no main effects on OC. Gender was found to moderate the relationship between …
Culture and Procedural Justice
Trust as a mediator of the relationship between organizational justice and work outcomes
Data obtained from full‐time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesi…
Employee Demography, Organizational Commitment, and Turnover Intentions in China
This study investigates the main effect of demographic variables on organizational commitment (OC) and the moderating effect of gender and education on the relationship between OC and turnover intentions (TI) based on a survey of 333 employees in the People's Republic of China (PRC). Only position positively influenced employees' OC while other demographic variables had no main effects on OC. Gender was found to moderate the relationship between …
Reactions to psychological contract breach
This study examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions to perceptions of employee breach of the psychological contract. In addition to the main effects, we also hypothesized that the benevolence (or kindness) of the supervisor and the traditional values (or respect for authority) of the employee would attenuate the ne…
Cross‐cultural development of an abridged job insecurity measure
Using four samples from the United States and China, we developed two theoretically based abridged job insecurity (JI) scales to address researcher concerns with the length of the original 57‐item scale. These two scales contained all the components of the scale originally developed and validated by Ashford et al., 1989 . Our abridged scale has 37 items (18 items for job features, 16 items for total job, and 3 items for powerlessness). We further…
Social exchange spillover in leader–member relations
Drawing on role theory and the cultural theory of collectivism, we developed and tested a multilevel model of social exchange spillover in leader–member relations in the Chinese context. In Mplus analyses of a sample of 213 subordinates from 47 groups, we found that, at the individual level, a dimension of leader–member guanxi (LMG), leader–member personal life inclusion (LMG‐P), which is defined as the extent to which leaders and members include…
Employee Demography, Organizational Commitment, and Turnover Intentions in China
This study investigates the main effect of demographic variables on organizational commitment (OC) and the moderating effect of gender and education on the relationship between OC and turnover intentions (TI) based on a survey of 333 employees in the People's Republic of China (PRC). Only position positively influenced employees' OC while other demographic variables had no main effects on OC. Gender was found to moderate the relationship between …
Culture and Procedural Justice
Trust as a mediator of the relationship between organizational justice and work outcomes
Data obtained from full‐time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesi…
Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior
We developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors. Our sample comprised 162 leader-follower dyads within organizations situated throughout the People's Republic of China. We showed that leader-member exchange fully mediated between transformational leadership and task performance as well as organizational ci…
Antecedents and outcomes of abusive supervision
The authors examined antecedents of abusive supervision and the relative importance of interactional and procedural justice as mediators of the relationship between abusive supervision and the work outcomes of affective organizational commitment and individual- and organization-directed citizenship behaviors. Data were obtained from subordinate-supervisor dyads from a telecommunication company located in southeastern China. Results of moderated r…
Delegation And Employee Work Outcomes
We used cultural self-representation theory to develop a model of the processes linking delegation to work outcomes. We tested this model with data from a sample of 171 subordinate-supervisor dyads from the People's Republic of China. Regression results revealed that organization-based self-esteem and perceived insider status fully mediated the influence of delegation on affective organizational commitment, task performance, and innovative behavi…
Reactions to psychological contract breach
This study examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions to perceptions of employee breach of the psychological contract. In addition to the main effects, we also hypothesized that the benevolence (or kindness) of the supervisor and the traditional values (or respect for authority) of the employee would attenuate the ne…
Cross‐cultural development of an abridged job insecurity measure
Using four samples from the United States and China, we developed two theoretically based abridged job insecurity (JI) scales to address researcher concerns with the length of the original 57‐item scale. These two scales contained all the components of the scale originally developed and validated by Ashford et al., 1989 . Our abridged scale has 37 items (18 items for job features, 16 items for total job, and 3 items for powerlessness). We further…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
Social exchange spillover in leader–member relations
Drawing on role theory and the cultural theory of collectivism, we developed and tested a multilevel model of social exchange spillover in leader–member relations in the Chinese context. In Mplus analyses of a sample of 213 subordinates from 47 groups, we found that, at the individual level, a dimension of leader–member guanxi (LMG), leader–member personal life inclusion (LMG‐P), which is defined as the extent to which leaders and members include…
Seeing is not believing
Humble leader, successful follower
Psychology (12 works) · Social Psychology (12 works) · Job Satisfaction and Organizational Behavior (11 works) · Political science (9 works) · Cultural Differences and Values (7 works) · Organizational commitment (7 works) · Social Psychology (6 works) · Management (5 works) · Organizational citizenship behavior (5 works) · Economics (4 works)