Rate My Professor George Chen

Professor George Chen, also known as Zhen Xiong (George) Chen, serves as Professor of Management in the Research School of Management within the Australian National University College of Business and Economics. His academic career at ANU encompasses progression from Reader to full Professor, contributing extensively to the fields of organisational behaviour, management, and leadership. Chen earned his Ph.D. in management of organizations from the University of Macau. His research examines critical dynamics such as abusive supervision, transformational leadership, power distance orientation, leader-member exchange, organisational commitment, employee performance, and cross-cultural influences, with a notable focus on contexts like China. He has been recognised for exceptional scholarly impact, including placement among the top 2% of scientists worldwide by Stanford University’s career-long and 2020 single-year citation rankings.

Chen’s work has amassed over 20,378 citations on Google Scholar as of recent records. Among his most influential publications are: 'Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model' (Aryee, Budhwar, & Chen, 2002, Journal of Organizational Behavior, 3,365 citations); 'Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior' (Wang, Law, Hackett, Wang, & Chen, 2005, Academy of Management Journal, 2,698 citations); 'Antecedents and outcomes of abusive supervision: test of a trickle-down model' (Aryee, Chen, Sun, & Debrah, 2007, Journal of Applied Psychology, 1,675 citations); 'Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination' (Kirkman, Chen, Farh, Chen, & Lowe, 2009, Academy of Management Journal, 1,674 citations); 'The relationship between the three components of commitment and employee performance in China' (Chen & Francesco, 2003, Journal of Vocational Behavior, 1,114 citations); 'Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China' (Chen, Tsui, & Farh, 2002, Journal of Occupational and Organizational Psychology, 1,059 citations); and 'Abusive supervision and contextual performance: The mediating role of emotional exhaustion and the moderating role of work unit structure' (Aryee, Sun, Chen, & Debrah, 2008, Management and Organization Review, 658 citations). These contributions have profoundly shaped understandings of leadership effectiveness, employee responses, and cultural factors in organisational settings.