OOIR: Observatory of International Research

Papers

(The median citation count of Leadership & Organization Development Journal is 5. 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 2021-09-01 to 2025-09-01.)

Article	Citations
Effects of gender diversity in strategic orientation and strategy execution	62
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	54
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision	46
Exploring relationships among servant leadership, role clarity and creative self-efficacy	30
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?	28
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	28
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation	28
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	28
How transformational leadership shapes employee task performance? A sequential mediation model	28
Knowledge-oriented leadership and learning in academic research teams	27
Internals vs. externals: Who is impacted by ethical leadership?	27
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	27
Leveraging social identification ties with employees for firm growth: the relevance of entrepreneurs’ social skills	27
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	26
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program	25
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	25
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	24
The role of HEXACO in the development of authentic leadership and its consequences on task performance	24
Comparing models of follower outcomes: destructive and constructive leader behavior	23
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory	22
How and when CEO narcissism affects enterprise digital transformation? Evidence from China’s listed companies	22
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support	22
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication	22
Research streams, gaps and opportunities in servant leadership research	22
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance	21

Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	20
The impact of inclusive leadership on innovative work behavior: a mediated moderation model	20
Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion	19
Turning overqualification into a strength: insights into the positive side of leader overqualification	19
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism	18
The impact of manager recognition training on performance: a quasi-experimental field study	18
Exploring the influence of green inclusive leadership on green creativity: examining the underlying mechanisms	18
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model	18
Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19	17
The mediating role of innovative climate on the relationship between transformational leadership and firm performance in developing countries: the case of Ghana	16
Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction	16
Micromanagement and its impact on millennial followership styles	15
“I am one of the leaders. I must speak up!” The effect of shared leadership on voice behavior	15
Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty	15
The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis	15
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour	15
Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators	14
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour	14
Three change strategies in organization development: data-based, high engagement and generative	14
The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship	14
An empirical study on the leadership traits that enable successful six sigma implementation	14
Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples	13
Antifragility and organizations: an organizational design perspective	13
Organizational citizenship behavior to the environment at medical device firms: the intersection of leadership characteristics, organizational factors and employee behaviors	13
Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach	13
Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity	13
Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization	13
Unlocking organisational citizenship and innovation: a servant leadership approach for psychological empowerment	13
Perceived supervisor remorse and employee knowledge sharing behavior: a moderated mediated model of employee perceived insider status and leader-follower value congruence	13
How can leaders spark employee creativity? An interpersonal emotion management perspective	12
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work	12
Does benevolent leadership consistently lead to employees' voluntary behaviors?	12
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	12
Followership: a review of current and emerging research	12
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership	12
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	12
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	11
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?	11
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	11
Family firm performance through transformational CEO leadership and familiness-related team forces	11
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	11
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance	10
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	10
Factors associated with general self-efficacy of women leaders in India	10
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	10
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	10
How sense of power influence exploitative leadership? A moderated mediation framework	10
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	10
How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust	9
Does servant leadership affect organisational citizenship behaviour? Mediating role of affective commitment and moderating role of role identity of young volunteers in non-profit organisations	9

Executive coaching: an exploration of the coachee's perceived value	9
Building a nomological network for creative learning transfer focusing on leadership development	9
Growth-oriented management and employee outcomes: employee resilience as a mechanism for growth	9
The effect of servant leadership on organisational sustainability: the parallel mediation role of creativity and psychological resilience	9
Strategic leadership in SMEs: the mediating role of dynamic capabilities	9
Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety	9
How does coaching leadership promote employee's constructive deviance? Affective events perspective	9
Potential buffering effect of being a right-hand subordinate on the influence of abusive supervision	9
Integrating the bright and dark sides of temporal leadership on employees’ thriving at work	8
Bad time to be humble! When and why leaders should not be humble	8
Employee goal orientation and knowledge sharing: the moderating effect of leader boundary spanning behavior	8
How does a good leader–member relationship motivate employees' innovative behaviour?	8
A study on abusive supervision – turnover intention relationship: a mediated moderated model of voice behavior and workplace friendship	8
Spiritual leadership and innovative work behavior: the mediated relationship of interpersonal trust and knowledge sharing in the hospitality sector of India	8
A qualitative study unpacking the leader identity development process taking a multi-domain approach	8
The effects of ethical leadership, help seeking and happiness on innovation: an examination in China	8
Finding fit in friction: the value of contrast in mentoring for leadership development	8
Examining the extended full-range leadership model and leadership effectiveness in remote work contexts: the moderating role of VUCA environments	8
The impact of perceived overqualification on employees' innovation behaviour: role of psychological contract breach, psychological distance and employment relationship atmosphere	8
Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model	8
Cultivating a paradoxical mindset: enhancing transformative learning through paradoxical leadership	7
Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender	7
Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation	7
Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills	7
The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance	7
How self-verification striving affects creative performance: the moderating effect of authentic leadership and the mediating effect of taking charge	7
Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality	7
Interplay of paradoxical virtual leadership and psychological contract violation – impact on organizational citizenship behavior	6
Does servant leadership predict innovative behaviour above and beyond transformational leadership? Examining the role of affective commitment and creative self-efficacy	6
How employees resist ICT-induced organizational change? Insights from “Up in the Air”	6
The role of cynicism in follower championing behavior: the moderating effect of empowering leadership	6
Coproducing leadership: a reason to resist destructive leaders	6
Inclusive leadership and team climate: the role of team power distance and trust in leadership	6
Paradoxical leadership as a moderating factor in the relationship between organizational silence and employee voice: an examination using SEM	6
The influence of social capital on knowledge sharing: the moderated mediator of perceived supervisor support and psychological ownership	6
How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation	6
Engagement in the teleworking context: challenges and leadership performance	6
How supervisor perceived overqualification influences exploitative leadership: the mediating role of job anxiety and the moderating role of psychological entitlement	6
The effective measurement of shared leadership: a multi-scale comparison	6
Needs before deeds: psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior	6
Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene	6
Linking paternalistic leadership to employee creativity: a meaning-based perspective	6
Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour	6
Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study	6
The influence of leaders’ collectivist orientation on employees’ innovative behavior	6
How to match mentors and protégés for successful mentorship programs: a review of the evidence and recommendations for practitioners	6
Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model	6
I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism	5
Impact of managerial skills and ties on business model innovation: the role of exploitative and explorative learning	5
Perceived authentic leadership style and the resource spiral: unlocking employee well-being through support and balance	5
How transformational and ethical leadership promote organizational citizenship behavior: the roles of change-related self-efficacy and leader-member exchange	5
Servant leadership measurement: a comparison of five instruments in China	5
Leader–follower congruence in psychological capital: effects on LMX and turnover intention	5
“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development	5
Inclusive leadership and innovative work behaviors: a moderated mediation model	5
The missing link in knowledge sharing: the crucial role of supervisor support- moderated mediated model	5
A multiperspective approach to paradoxical leadership: the moderating effect of intelligence and trait emotions on leader behavior	5
Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy	5
The Covid Shift: working women's punctuated equilibrium	5
I am my own boss: effect of self-leadership on gig worker's work engagement and performance	5
The impact of inclusive leadership on employees' innovative behavior – an intermediary model with moderation	5
Developmental and instrumental leadership: interrelationship and individual profiles	5
Workplace diversity and positive leadership style: impacts on employee well-being in Australian businesses	5
How proactive subordinates cope with supervisor knowledge hiding: the impression management tactic of upward ingratiation	5