Mary Uhl-Bien
Biographic Data
| ID | 5790911 |
|---|---|
| NAME | Mary Uhl-Bien |
| GIVEN NAMES | Mary |
| FAMILY NAME | Uhl-Bien |
| SIGNATURE | UHL-BIEN M |
| AFFILIATIONS | University of Cincinnati |
| VERIFIED | No |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1990 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
The architecture of impact
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…
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…
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…
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…
The architecture of impact
Job Satisfaction and Organizational Behavior (2 works) · Political science (2 works) · Psychology (2 works) · Academic Publishing and Open Access (1 work) · Accounting (1 work) · Accounting (1 work) · Architecture (1 work) · Architecture (1 work) · Attachment and Relationship Dynamics (1 work) · Business (1 work)