Personnel Psychology

Papers
(The H4-Index of Personnel Psychology is 17. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-04-01 to 2024-04-01.)
ArticleCitations
Workplace events and employee creativity: A multistudy field investigation63
I despise but also envy you: A dyadic investigation of perceived overqualification, perceived relative qualification, and knowledge hiding36
Shared leadership development and team performance: A new look at the dynamics of shared leadership27
The end is just the beginning: Turnover events and their impact on those who remain24
The risks and benefits of initiating change at work: Social consequences for proactive employees who take charge23
When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work21
Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro‐organizational behavior21
Personal brand equity: Scale development and validation20
A person‐centered view of impression management, inauthenticity, and employee behavior20
Once an entrepreneur, always an entrepreneur? Entrepreneurial identity, job characteristics, and voluntary turnover of former entrepreneurs in paid employment18
Shining with the Stars? Unearthing how group star proportion shapes non‐star performance18
My fault or yours? Leaders’ dual reactions to abusive supervision via rumination depend on their independent self‐construal17
Are they worth it? Warmth and competence perceptions influence the investment of slack resources in and the efficacy of HPWS17
Leader–follower risk orientation incongruence, intellectual stimulation, and creativity: A configurational approach17
When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence17
Reflecting on one's best possible self as a leader: Implications for professional employees at work17
Stumbling out of the gate: The energy‐based implications of morning routine disruption17
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