OOIR: Observatory of International Research

Papers

(The median citation count of Leadership & Organization Development Journal is 4. 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 2021-08-01 to 2025-08-01.)

Article	Citations
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?	57
How transformational leadership shapes employee task performance? A sequential mediation model	48
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	44
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation	32
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	29
Exploring relationships among servant leadership, role clarity and creative self-efficacy	28
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	28
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	27
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	27
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication	27
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	27
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	27
Effects of gender diversity in strategic orientation and strategy execution	27
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	26
Comparing models of follower outcomes: destructive and constructive leader behavior	26
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program	26
The role of HEXACO in the development of authentic leadership and its consequences on task performance	26
Knowledge-oriented leadership and learning in academic research teams	25
How and when CEO narcissism affects enterprise digital transformation? Evidence from China’s listed companies	25
The impact of inclusive leadership on innovative work behavior: a mediated moderation model	24
Inclusive leadership: scale validation and potential consequences	23
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance	23
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory	23
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	22
The mediating role of innovative climate on the relationship between transformational leadership and firm performance in developing countries: the case of Ghana	22

Research streams, gaps and opportunities in servant leadership research	22
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support	22
Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19	21
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism	20
Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction	20
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model	19
Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators	18
Exploring the influence of green inclusive leadership on green creativity: examining the underlying mechanisms	18
The impact of manager recognition training on performance: a quasi-experimental field study	18
Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion	18
The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis	17
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour	17
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour	16
An empirical study on the leadership traits that enable successful six sigma implementation	16
Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty	16
Three change strategies in organization development: data-based, high engagement and generative	16
Antifragility and organizations: an organizational design perspective	15
Micromanagement and its impact on millennial followership styles	15
Organizational citizenship behavior to the environment at medical device firms: the intersection of leadership characteristics, organizational factors and employee behaviors	15
The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship	15
Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach	15
Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization	14
Followership: a review of current and emerging research	14
Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples	14
Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity	14
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership	13
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	13
Unlocking organisational citizenship and innovation: a servant leadership approach for psychological empowerment	13
Does benevolent leadership consistently lead to employees' voluntary behaviors?	12
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	12
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	12
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance	12
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	12
Family firm performance through transformational CEO leadership and familiness-related team forces	12
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	12
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	12
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
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?	12
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	12
Strategic leadership in SMEs: the mediating role of dynamic capabilities	11
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	11
How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust	11
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	11
How sense of power influence exploitative leadership? A moderated mediation framework	11
Building a nomological network for creative learning transfer focusing on leadership development	11
Potential buffering effect of being a right-hand subordinate on the influence of abusive supervision	10
Executive coaching: an exploration of the coachee's perceived value	10
Factors associated with general self-efficacy of women leaders in India	10
How does coaching leadership promote employee's constructive deviance? Affective events perspective	10

Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan	10
Integrating the bright and dark sides of temporal leadership on employees’ thriving at work	9
A study on abusive supervision – turnover intention relationship: a mediated moderated model of voice behavior and workplace friendship	9
Growth-oriented management and employee outcomes: employee resilience as a mechanism for growth	9
Bad time to be humble! When and why leaders should not be humble	9
Examining the extended full-range leadership model and leadership effectiveness in remote work contexts: the moderating role of VUCA environments	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
A qualitative study unpacking the leader identity development process taking a multi-domain approach	9
The impact of perceived overqualification on employees' innovation behaviour: role of psychological contract breach, psychological distance and employment relationship atmosphere	9
Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety	9
The effect of servant leadership on organisational sustainability: the parallel mediation role of creativity and psychological resilience	9
Cultivating a paradoxical mindset: enhancing transformative learning through paradoxical leadership	8
The effects of ethical leadership, help seeking and happiness on innovation: an examination in China	8
Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model	8
The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance	8
Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation	8
Employee goal orientation and knowledge sharing: the moderating effect of leader boundary spanning behavior	8
Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality	8
The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender	8
How does a good leader–member relationship motivate employees' innovative behaviour?	8
Spiritual leadership and innovative work behavior: the mediated relationship of interpersonal trust and knowledge sharing in the hospitality sector of India	8
Finding fit in friction: the value of contrast in mentoring for leadership development	8
Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills	7
Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour	7
Does servant leadership predict innovative behaviour above and beyond transformational leadership? Examining the role of affective commitment and creative self-efficacy	7
How self-verification striving affects creative performance: the moderating effect of authentic leadership and the mediating effect of taking charge	7
Engagement in the teleworking context: challenges and leadership performance	7
Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene	7
Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender	7
How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation	7
Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study	7
The role of cynicism in follower championing behavior: the moderating effect of empowering leadership	6
Interplay of paradoxical virtual leadership and psychological contract violation – impact on organizational citizenship behavior	6
How supervisor perceived overqualification influences exploitative leadership: the mediating role of job anxiety and the moderating role of psychological entitlement	6
A multiperspective approach to paradoxical leadership: the moderating effect of intelligence and trait emotions on leader behavior	6
Servant leadership measurement: a comparison of five instruments in China	6
The influence of social capital on knowledge sharing: the moderated mediator of perceived supervisor support and psychological ownership	6
Linking paternalistic leadership to employee creativity: a meaning-based perspective	6
The effective measurement of shared leadership: a multi-scale comparison	6
Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model	6
How proactive subordinates cope with supervisor knowledge hiding: the impression management tactic of upward ingratiation	6
How to match mentors and protégés for successful mentorship programs: a review of the evidence and recommendations for practitioners	6
How employees resist ICT-induced organizational change? Insights from “Up in the Air”	6
Coproducing leadership: a reason to resist destructive leaders	6
The influence of leaders’ collectivist orientation on employees’ innovative behavior	6
Workplace diversity and positive leadership style: impacts on employee well-being in Australian businesses	6
Paradoxical leadership as a moderating factor in the relationship between organizational silence and employee voice: an examination using SEM	6
Perceived employee status and proactivity: roles of CEO proactiveness and hierarchical climate	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
Impact of managerial skills and ties on business model innovation: the role of exploitative and explorative learning	5
How transformational and ethical leadership promote organizational citizenship behavior: the roles of change-related self-efficacy and leader-member exchange	5
Developmental and instrumental leadership: interrelationship and individual profiles	5
The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study	5
Inclusive leadership and team climate: the role of team power distance and trust in leadership	5
I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism	5
Inclusive leadership and innovative work behaviors: a moderated mediation model	5
Leader–follower congruence in psychological capital: effects on LMX and turnover intention	5
The missing link in knowledge sharing: the crucial role of supervisor support- moderated mediated model	5
Needs before deeds: psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior	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
The Covid Shift: working women's punctuated equilibrium	5
Abusive, arrogant and exploitative? Linking despotic leadership and adaptive performance: the role of Islamic work ethics	4
How positive leadership leads to employees’ interpersonal citizenship behavior: a self-consistency perspective	4
Unveiling the path to employee performance excellence: visionary leadership behavior, vision commitment and organization resource support	4
Organizational change from a leader’s perspective: change characteristics as antecedents to leaders’ role clarity and laissez-faire leadership behaviors	4
Effects of responsible leadership on employee innovative behavior: the role of knowledge sharing and psychosocial safety climate	4
Entrepreneurial leadership: a systematic literature review and research agenda	4
Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis	4
“One of these things is not like the others”: the role of authentic leadership in cross-cultural leadership development	4
Collective compass to unit performance: linking transformational leadership climate, trust and engagement	4
Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety	4
Hold the chair: the link between short-term exposure and the managerial change in an emerging market during the pandemic	4
Ethical leadership, perceived leader–member ethical communication and organizational citizenship behavior: development and validation of a multilevel model	4
Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris	4
Managerial coaching: a paradox-based view	4
Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?	4
Striving for the bottom line: the impact of supervisor bottom-line mentality on employees' work effort and helping behavior	4