Integrated Search Menu

Edward Wellman

Assistant Professor
Faculty, TEMPE Campus, Mailcode 4006
Biography

Edward (Ned) Wellman is an Assistant Professor in the W. P. Carey School of Business at Arizona State University. Professor Wellman investigates formal and informal leadership dynamics as well as team dynamics. His passion is in understanding the personal journey involved in becoming a leader and how leaders can inspire positive change in others.

 

Professor Wellman further explores how formal hierarchy shapes the leadership activity that occurs in groups, but also how members of groups can transcend hierarchical pressures to develop more fulfilling, innovative, and effective forms of leadership.

 

Professor Wellman has experience teaching and consulting across a variety of industries and audiences from clients such as Intel, NASA, American Express, Surgical Directions, and others. In his teaching, he leads graduate level courses on Negotiations within the W. P. Carey School of Business with his ratings consistently among the highest in Carey’s MBA programs.

 

Professor Wellman earned his PhD in Organizational Behavior from the University of Michigan.

Education
  • Ph.D. Business Administration (Management and Organizations), Stephen M. Ross School of Business, University of Michigan, 
  • B.A. Psychology, minor in Business Administration, Summa cum laude, University of North Carolina-Chapel Hill
Research Interests

Professor Wellman's 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, he explains 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.

Publications

Representative Publications

  • Wellman, N., Applegate, J. M., Harlow, J., & Johnston, E. W., (Conditionally accepted). Beyond the pyramid: Alternative formal hierarchical structures and team performance. Academy of Management Journal.

  • Newton, D., Kim, J. K., LePine, J. A., Wellman, N., & Bush, J. T. (in press). The nature and functioning of task engagement: Differential effects across transitions to new tasks. Journal of Applied Psychology.

  • Wellman, N., Newton, D. W., Wang, D., Wei, W., Waldman, D. A., & LePine, J. A. (online first). Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership. Personnel Psychology.

  • Ong, M., Mayer, D. M., Tost, L. P., & Wellman, N. (2018). When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance. Organizational Behavior and Human Decision Processes, 144, 44-59.
  • Wellman, N. (2017). Authority or community? A relational models theory of group-level leadership emergence. Academy of Management Review, 42(4), 596-617. doi:10.5465/amr.2015.0375
  • 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 Activity
Fall 2019
Course NumberCourse Title
MGT 792Research
MGT 799Dissertation
Summer 2019
Course NumberCourse Title
MGT 792Research
Spring 2019
Course NumberCourse Title
MGT 430Negotiations
MGT 530Influence and Negotiations
MGT 792Research
MGT 799Dissertation
Fall 2018
Course NumberCourse Title
MGT 792Research
Summer 2018
Course NumberCourse Title
MGT 792Research
Spring 2018
Course NumberCourse Title
MGT 528Basics of Negotiations
MGT 530Influence and Negotiations
MGT 792Research
MGT 799Dissertation
Fall 2017
Course NumberCourse Title
MGT 792Research
Summer 2017
Course NumberCourse Title
MGT 792Research
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
Expertise Areas