Relational Leadership Theory: Exploring the social processes of leadership and organizing

By Mary Uhl‐Bien. 2006

1,906 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e77eaf0079f4c66c03eaddfb71bc181fbd0d28a5

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Shared leadership: A state-of-the-art review and future research agenda (2018, positive): “Moreover, scholars could draw on the relational theory of leadership (Uhl-Bien, 2006) and functional leadership theory (Morgeson et al., 2010) to study the relational dynamics in the leadership sharing process and how those relational dynamics affect team outcomes.”
Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, background): “009 Uhl-Bien, M. (2006). Relational Leadership Theory: Exploring the social processes of leadership and organizing.”
Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, neutral): “The aforementioned interpretation, although somewhat related to social exchange theory, is actually most closely related to relational leadership theory (Uhl-Bien, 2006).”
“To work, or not to work, that is the question” – Recent trends and avenues for research on presenteeism (2020, background): “Furthermore, in line with the frameworks of relational leadership (Uhl-Bien, 2011) and contextual leadership (George, Chiba, & Scheepers, 2017), it seems imperative to explore presenteeism in relation to the leader-followers relationship.”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, positive): “Viewed as a particular form of relational leadership, which focuses on the relationship between a leader and follower as the unit of analysis and assumes that the specific nature of the relationship is socially constructed through their interactions (Uhl-Bien, 2006), inclusive leadership is consider”
Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships (2015, neutral): “positive relationships over time (Paulhus, 1998) and (b) the assertion that part of being an effective leader entails maintaining positive relationships with one’s subordinates (which is demonstrated by the inclusion of a relationship component across many prominent leadership theories [e.g., Bass, ”
Conceptualising followership – a review of the literature (2011, background): “…the search for acceptable alternatives to counteract the negative connotations of the discourse often used to describe followership (Agho, 2009: 159) (including terms such as ‘subordinates’), some authors have opted for terms such as ‘participants’, ‘collaborators’, and ‘partners’ (Uhl-Bien, 2006).”
Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “Although important in any leadership process (Graen & Uhl-Bien, 1995; Uhl-Bien, 2006), followers tend to receive only a cursory attention in the extant literature.”
Transformational leadership, leader–member exchange and school learning climate: Impact on teachers’ innovative behaviour in the Netherlands (2020, methodology): “In our research, LMX was operationalized from the traditional individual point of view, because how the individual perceives the working environment is an important factor in explaining the individual’s behaviour (Uhl-Bien, 2011).”
Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence (2010, background): “We can even assume that LMX differentiation that is perceived to be fair will in the long run support a positive relationship quality with all followers, although maybe based on different currencies of exchange (Uhl-Bien, 2006).”
Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “The most prominent theory of relational leadership is LMX theory (Uhl-Bien, 2006).”
Direction, alignment, commitment: Toward a more integrative ontology of leadership (2008, background): “The idea of a leadership culture locates the source of leadership (that is, the source of the processes for producing DAC) not in individual minds but in the interaction of beliefs and practices at the collective level (Drath, 2001; Drath & Palus, 1994; Hosking, 2007; Uhl-Bien, 2006).”