Leadership & Organization Development Journal

Article	Citations
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	133
Hold the chair: the link between short-term exposure and the managerial change in an emerging market during the pandemic	71
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership	44
How transformational leadership impact on employee service innovation: the moderating effect of employee creative role identity	42
Leaders’ well-being – antecedent or consequence of authentic leadership?	37
The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance	33
Finding fit in friction: the value of contrast in mentoring for leadership development	32
Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris	32
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	31
Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach	29
Leadership as an art: an enduring concept framed within contemporary leadership	29
Does benevolent leadership consistently lead to employees' voluntary behaviors?	29
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	28
My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison	26
Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis	22
Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation	22
Identifying key leadership competencies for digital transformation: evidence from a cross-sectoral Delphi study of global managers	22
How transformational leadership shapes employee task performance? A sequential mediation model	21
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	21
Unveiling the path to employee performance excellence: visionary leadership behavior, vision commitment and organization resource support	21
How positive leadership leads to employees’ interpersonal citizenship behavior: a self-consistency perspective	21
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work	20
Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics	20
Effects of gender diversity in strategic orientation and strategy execution	20
How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach	18

Family firm performance through transformational CEO leadership and familiness-related team forces	18
Striving for the bottom line: the impact of supervisor bottom-line mentality on employees' work effort and helping behavior	18
Frugal-based innovation model for sustainable development: technological and market turbulence	18
Exploring relationships among servant leadership, role clarity and creative self-efficacy	17
The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender	17
Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality	17
Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement	17
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	16
How can leaders spark employee creativity? An interpersonal emotion management perspective	16
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation	16
Stimulating exploitative and exploratory innovation through transformational leadership and knowledge management capability: the moderating role of competitive intensity	16
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	15
Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead	15
How does leader career calling stimulate employee career growth? The role of career crafting and supervisor–subordinate guanxi	15
Cultivating a paradoxical mindset: enhancing transformative learning through paradoxical leadership	15
My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement	14
Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge	14
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	14
The impact of authentic leadership on individual and team creativity: a multilevel perspective	13
The key to unlocking implicit status: the effects of interpersonal perceptions and leadership emergence on advice-giving network centrality	13
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	12
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	12
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	12
Prevention-focused leadership and well-being during the pandemic: mediation by role clarity and workload	12
Managerial coaching: a paradox-based view	12
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	11
The formation mechanism of destructive leadership behavior: from the perspective of moral deconstruction process	11
Collective compass to unit performance: linking transformational leadership climate, trust and engagement	11
Effects of trust, structure and processes on effectiveness in a military organization: exploring a moderated mediation model	11
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	11
How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation	11
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance	11
Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour	11
Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity	11
When does abusive supervision mitigate work effort? Moderating roles of cognitive reappraisal and rumination	11
You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement	10
Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?	10
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication	10
Examining the effect of knowledge hiding towards individual task performance: the moderating role of transformational leadership	10
How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation	9
Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety	9
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	9
How self-verification striving affects creative performance: the moderating effect of authentic leadership and the mediating effect of taking charge	9
Green inclusive leadership at the helm: pro-environmental behavior and environmental strategy in steering environmental performance	9
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program	8
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?	8
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	8
Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment	8
Linking ethical leadership to employees' emotional exhaustion: a chain mediation model	8
Intuiting or rationalising self-other agreement in leadership?	8

Why is leader humility related to OCBs? A psychological entitlement explanation of the curvilinear moderated relations	7
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	7
Engagement in the teleworking context: challenges and leadership performance	7
More humility for leaders, less procrastination for employees: the roles of career calling and promotion focus	7
Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender	7
Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study	7
Does servant leadership predict innovative behaviour above and beyond transformational leadership? Examining the role of affective commitment and creative self-efficacy	7
The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances	7
Knowledge-oriented leadership and learning in academic research teams	7
Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills	7
The role of HEXACO in the development of authentic leadership and its consequences on task performance	7
Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model	6
How supervisor perceived overqualification influences exploitative leadership: the mediating role of job anxiety and the moderating role of psychological entitlement	6
When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation	6
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	6
Leader–follower psychological capital congruence and work outcomes: the mediating role of organizational embeddedness	6
Developing a leadership potential model for the new era of work and organizations	6
How to match mentors and protégés for successful mentorship programs: a review of the evidence and recommendations for practitioners	6
Comparing models of follower outcomes: destructive and constructive leader behavior	6
Impact of servant leadership on innovative work behaviour: a moderation mediation analysis	6
Linking paternalistic leadership to employee creativity: a meaning-based perspective	6
Do leaders and followers see eye to eye? Exploring patterns of congruent expectations and self-views in leader-follower relationships	6
Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership	6
Leader boundary-spanning behavior and creative behavior: the role of need for status and creative self-efficacy	5
The leadership challenge of increasing productivity in the workplace without increasing burnout risk	5
Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness	5
The role of cynicism in follower championing behavior: the moderating effect of empowering leadership	5
The impact of inclusive leadership on innovative work behavior: a mediated moderation model	5
Building a nomological network for creative learning transfer focusing on leadership development	5
Employee state paranoia: linking abusive supervision with employee voice behavior	5
When leaders and peers positively facilitate creativity: the moderating role of absorptive capacity	5
Coproducing leadership: a reason to resist destructive leaders	5
The influence of leaders’ collectivist orientation on employees’ innovative behavior	5
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance	5
When and how authoritarian leadership influences employee innovation behavior in the context of Chinese culture	5
“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes	5
Strategic leadership in SMEs: the mediating role of dynamic capabilities	5
Research streams, gaps and opportunities in servant leadership research	5
The moderating influence of error timing on follower perceptions of leader error	5
Servant leadership and knowledge employee performance: the mediating role of employee innovative behavior in knowledge-based firms	5
How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust	5
Work engagement contagion from leader to follower through cognitive and affective mechanisms	5
The impact of a proactive personality on innovative work behavior: the role of work engagement and transformational leadership	4
Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene	4
Inclusive leadership, ambidextrous innovation and organizational performance: the moderating role of environment uncertainty	4
The effective measurement of shared leadership: a multi-scale comparison	4
Entrepreneurial leadership: the key to develop creativity in organizations	4
How employees resist ICT-induced organizational change? Insights from “Up in the Air”	4
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support	4
Developmental leadership as a driver of employee feedback behaviors: the roles of learning goal orientation and leader high performance expectations	4
Does change agent selection procedure matter? A strategic decision-making toward a more objective selection approach	4
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory	4
Sense of calling, job crafting, spiritual leadership and work meaningfulness: a moderated mediation model	4
Factors associated with general self-efficacy of women leaders in India	4
Effectiveness of educational leadership through directors' performance in online higher education. The biggest online university in Spain	4
Employee engagement constructs: “CARE” model of engagement – need to look beyond the obvious	4
Paradoxical leadership and organizational citizenship behaviour: the serial mediating effect of a paradoxical mindset and personal service orientation	4
Protean career attitude and organisational commitment in learning organisation climate	4
The nexus of servant leadership and project success: the mediation of emotional intelligence and job stress and moderation of team effectiveness	4
Living with tensions in the workplace: a grounded theory of paradoxical leadership in cultivating subordinates' paradox mindset	3
Leadership and risk: a review of the literature	3
Cynicism, justice and behavioral support for change: a moderated mediation analysis	3
Interplay of paradoxical virtual leadership and psychological contract violation – impact on organizational citizenship behavior	3
Employee perceptions of responses to toxic leadership in the modern workplace: a Q methodological study	3
Inclusive leadership: scale validation and potential consequences	3
How sense of power influence exploitative leadership? A moderated mediation framework	3
Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems	3
An empirical study of the relationship between inclusive leadership and business model innovation	3
Impact of individual-focused transformational leadership on individual work performance: mediating role of work engagement and moderating role of regulatory focus	3
Personal power and shared leadership in teams: roles of taking charge behaviors and learning orientation	3
Machiavellian leadership in organisations: a review of theory and research	3
The influence of social capital on knowledge sharing: the moderated mediator of perceived supervisor support and psychological ownership	3
Transformational leadership and work engagement in public organizations: promotion focus and public service motivation, how and when the effect occurs	3
The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members	3
Effect of abusive supervision on emotional exhaustion and organizational citizenship behavior: a moderating role of workplace friendship	3
Easing the multiplicative effects of abusive supervision	3
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	3
Leader green behavior as an outcome of followers' critical thinking and active engagement: the moderating role of pro-environmental behavior	2
Transformational leadership promoting employees' informal learning and job involvement: the moderating role of self-efficacy	2
The impact of manager recognition training on performance: a quasi-experimental field study	2

Promoting green employee behaviour from the lens of green transformational leadership	2
Workplace coaching to develop leadership flexibility: the impact of after-event review	2
How leader bottom-line mentality impedes employee innovative behavior: a Pygmalion effect perspective	2
The more creative, the more silent? The effect of subordinates’ creative deviance on leader silence	2
A multiperspective approach to paradoxical leadership: the moderating effect of intelligence and trait emotions on leader behavior	2
Integrating a transfer perspective into evaluations of leadership training	2
How proactive subordinates cope with supervisor knowledge hiding: the impression management tactic of upward ingratiation	2
How does coaching leadership promote employee's constructive deviance? Affective events perspective	2
Ambition: a deterrent to workplace deviance among narcissistic leaders	2
Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan	2
Project leader's interactive use of controls, team learning behaviour and IT project performance: the moderating role of process accountability	2
Does the leader's negative feedback benefit employees' creative process engagement? The mediating effect of impression management motivation	2
Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy	2
Silence and proactivity in managing supervisor ostracism: implications for creativity	2
CEO intellectual capital, dual innovation and sustainable growth of small and medium-sized enterprises: evidence from China	2
The impact of spiritual leadership on workplace spirituality in the light the COVID-19 pandemic in the governmental health sector	2
Paradoxical leadership as a moderating factor in the relationship between organizational silence and employee voice: an examination using SEM	2
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model	2
Towards leadership effectiveness: the role of leadership individual competencies and constraints. Introduction of the Bounded Leadership Model	2
Potential buffering effect of being a right-hand subordinate on the influence of abusive supervision	2
Beware of separating from the majority: the influence of leader-member exchange (LMX) relational separation on individual creativity	2
Cultivating employee obligation for constructive change: the roles of supervisor consultation and managerial openness	2
Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety	2
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism	2
Needs before deeds: psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior	2
Top and middle management characteristics and internationalization speed	2
Executive coaching: an exploration of the coachee's perceived value	2
When learning how to lead, an exploratory look at role models	2
Empowering leadership and team change capability: the mediating effect of team PsyCap	2
Emergence and outcomes of shared leadership: unraveling the role of transactive memory system and team mindfulness using mixed-methods approach	2
Does narcissistic leadership enhance employee resilience? A moderated mediation model of goal-directed energy and psychological availability	2
The ambidextrous and differential effects of directive versus empowering leadership: a study from project context	2
How and when does authentic leadership reduce employee resistance to change? An explanation from uncertainty management theory	2