Edward Wellman

Assistant Professor
Faculty
TEMPE Campus
Mailcode
4006

Biography

Education:

University of Michigan, Stephen M. Ross School of Business. PhD in Business Administration (Management and Organizations) 2013.

University of North Carolina at Chapel Hill. BA in Psychology, minor in Business Administration, Summa cum laude.

Representative Publications

Wellman, N. (in press). Authority or community? A relational models theory of group-level leadership emergence. Academy of Management Review.

Huang, G.-h., Wellman, N., Ashford, S. J., Lee, C., & Wang, L. (2017). Deviance and exit: The organizational costs of job insecurity and moral disengagement. Journal of Applied Psychology, 102(1), 26-42.

Wellman, N., Mayer, D. M., Ong, M., & DeRue, D. S. (2016). When are do-gooders treated badly? Legitimate power, role expectations, and reactions to moral objection in organizations. Journal of Applied Psychology, 101(6), 793-814.

DeRue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64(1), 859-875.

DeRue, D. S. & Wellman, N. (2009). Developing leaders via experience. The role of developmental challenge, learning orientation, and feedback availability. Journal of Applied Psychology, 94(4), 859-875.

Research Interests

My research investigates how formal hierarchy interacts with psychological and interpersonal processes to influence the leadership activity that develops in groups and organizations. This exploration involves identifying the conditions under which individuals who do not occupy formal leadership roles will proactively engage in informal leadership behavior and examining how different types and combinations of formal and informal leadership influence individual and collective outcomes. Using a variety of research methodologies, including meta-analysis, field surveys, controlled experiments, video ethnography, and social network analysis, I explain how formal hierarchical differentiation shapes the leadership activity that occurs in groups, but also how members of collectives can transcend hierarchical pressures to develop more fulfilling, innovative, and effective forms of leadership.

Research Activity

Courses

Spring 2017
Course NumberCourse Title
MGT 530Influence and Negotiations
MGT 792Research
Fall 2016
Course NumberCourse Title
MGT 792Research
Spring 2016
Course NumberCourse Title
MGT 430Negotiations
MGT 530Negotiations
MGT 792Research
Fall 2015
Course NumberCourse Title
MGT 792Research
Spring 2015
Course NumberCourse Title
MGT 430Negotiations
MGT 530Negotiations
MGT 792Research
Fall 2014
Course NumberCourse Title
MGT 792Research
Spring 2014
Course NumberCourse Title
MGT 430Negotiations
MGT 530Negotiations