Mary Uhl‐bien
Biographic Data
| ID | 3468015 |
|---|---|
| NAME | Mary Uhl‐bien |
| GIVEN NAMES | Mary |
| FAMILY NAME | Uhl‐bien |
| SIGNATURE | BIEN M U |
| AFFILIATIONS | University of Nebraska–Lincoln |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 24 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1990 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 3 |
Toward Construct Clarity in Followership Research
Accelerating interest in followership research and practice is advancing development of followership as a field of study. Despite this, many are still confused by what followership is and how it differs from leadership. Findings from our review of followership research show that of the papers self-identified as followership, nearly half are more accurately described as leadership or general employee behavior (and not followership). Of the papers …
Leader perceptions and motivation as outcomes of followership role orientation and behavior
Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers’ co-production (co-producing leadership outcomes) and passive (deferring to leadership influe…
Followership
Followership is defined as the beliefs, characteristics, and behaviors that followers bring to the leadership relationship and how they affect leadership and organizational outcomes. Research on followership has evolved from treating followers as an ineffectual and obedient mass, to investigating how followers contribute to the leadership process. This article on followership explores both research‐and practitioner‐based models of followership an…
Towards operationalizing complexity leadership
Over five years ago, The Leadership Quarterly published a special issue on complexity to advance a new way of thinking about leadership. In shifting attention away from the individual to the organizing process itself, complexity added an important focus on process and context to leadership and management research. Yet, the complexity approach creates challenges for researchers who must combine or replace individual level constructs—like those bui…
The Context and Leadership
This chapter explores the role context has played in leadership research over the last 100 years and offers a historical description of diverse perspectives and understandings of this interplay. To this end, it offers three approaches to studying context of leadership: (1) leadership as “nested” in hierarchy; or (2) leadership as “pervasive” in social processes; and (3) leadership as a combination of (1) and (2), or “hybrid” approaches. The autho…
Ethical Followership
This study seeks to “reverse the lens” in leadership and ethics research by investigating whether follower (rather than leader) characteristics are associated with intentions to engage in unethical behavior. Specifically, we examine whether followers’ beliefs about the coproduction of leadership and the romance of leadership are related to their willingness to commit a “crime of obedience” by complying with a leader’s unethical request. Using a v…
Leader–member exchange and its dimensions
Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth ef…
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
Towards operationalizing complexity leadership
Over five years ago, The Leadership Quarterly published a special issue on complexity to advance a new way of thinking about leadership. In shifting attention away from the individual to the organizing process itself, complexity added an important focus on process and context to leadership and management research. Yet, the complexity approach creates challenges for researchers who must combine or replace individual level constructs—like those bui…
Ethical Followership
This study seeks to “reverse the lens” in leadership and ethics research by investigating whether follower (rather than leader) characteristics are associated with intentions to engage in unethical behavior. Specifically, we examine whether followers’ beliefs about the coproduction of leadership and the romance of leadership are related to their willingness to commit a “crime of obedience” by complying with a leader’s unethical request. Using a v…
Leader perceptions and motivation as outcomes of followership role orientation and behavior
Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers’ co-production (co-producing leadership outcomes) and passive (deferring to leadership influe…
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
The Generalizability of the Hidden Investment Hypothesis in Leading Japanese Corporations
The present study tests the generalizability of the hidden investment hypothesis (Wakabayashi, Graen, Graen, & Graen, 1988) for Japanese management systems. The hidden investment hypothesis was derived from a 13-year longitudinal study of the career progress of a cohort of 85 college graduates who joined a single Japanese company in the same year, and states that the higher the quality of the vertical exchange relationship between a manager and s…
Leader–member exchange and its dimensions
Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth ef…
Ethical Followership
This study seeks to “reverse the lens” in leadership and ethics research by investigating whether follower (rather than leader) characteristics are associated with intentions to engage in unethical behavior. Specifically, we examine whether followers’ beliefs about the coproduction of leadership and the romance of leadership are related to their willingness to commit a “crime of obedience” by complying with a leader’s unethical request. Using a v…
Towards operationalizing complexity leadership
Over five years ago, The Leadership Quarterly published a special issue on complexity to advance a new way of thinking about leadership. In shifting attention away from the individual to the organizing process itself, complexity added an important focus on process and context to leadership and management research. Yet, the complexity approach creates challenges for researchers who must combine or replace individual level constructs—like those bui…
The Context and Leadership
This chapter explores the role context has played in leadership research over the last 100 years and offers a historical description of diverse perspectives and understandings of this interplay. To this end, it offers three approaches to studying context of leadership: (1) leadership as “nested” in hierarchy; or (2) leadership as “pervasive” in social processes; and (3) leadership as a combination of (1) and (2), or “hybrid” approaches. The autho…
Followership
Followership is defined as the beliefs, characteristics, and behaviors that followers bring to the leadership relationship and how they affect leadership and organizational outcomes. Research on followership has evolved from treating followers as an ineffectual and obedient mass, to investigating how followers contribute to the leadership process. This article on followership explores both research‐and practitioner‐based models of followership an…
Leader perceptions and motivation as outcomes of followership role orientation and behavior
Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers’ co-production (co-producing leadership outcomes) and passive (deferring to leadership influe…
Toward Construct Clarity in Followership Research
Accelerating interest in followership research and practice is advancing development of followership as a field of study. Despite this, many are still confused by what followership is and how it differs from leadership. Findings from our review of followership research show that of the papers self-identified as followership, nearly half are more accurately described as leadership or general employee behavior (and not followership). Of the papers …
Psychology (5 works) · Followership (4 works) · Job Satisfaction and Organizational Behavior (4 works) · Management (4 works) · Political science (4 works) · Social Psychology (4 works) · Economics (3 works) · Epistemology (3 works) · Public relations (3 works) · Sociology (3 works)