OOIR: Observatory of International Research

Papers

(The TQCC of Leadership & Organization Development Journal is 10. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	92
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	41
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	41
How emotionally intelligent individuals become leaders: the crucial roles of vertical and horizontal exchange in collectivist culture	39
Exploring relationships among servant leadership, role clarity and creative self-efficacy	38
The state of leadership assessment in organizations: introducing a values-centric approach	36
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	34
How transformational leadership shapes employee task performance? A sequential mediation model	34
Leveraging social identification ties with employees for firm growth: the relevance of entrepreneurs’ social skills	33
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?	33
Effects of gender diversity in strategic orientation and strategy execution	31
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	30
Internals vs. externals: Who is impacted by ethical leadership?	29
The role of HEXACO in the development of authentic leadership and its consequences on task performance	28
Knowledge-oriented leadership and learning in academic research teams	27
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	26
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	25
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	24
Comparing models of follower outcomes: destructive and constructive leader behavior	23
Algorithms on fire: leadership, power and climate collapse in the age of AI	23
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	22
Can leader AI crafting encourage employee–AI collaboration? Dual perspective of cognition-affection	22
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 supervisors reward subordinates' voice: the role of supervisors' trust	22
Turning overqualification into a strength: insights into the positive side of leader overqualification	21

Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance	20
Research streams, gaps and opportunities in servant leadership research	20
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support	20
Exploring the influence of green inclusive leadership on green creativity: examining the underlying mechanisms	19
How and when CEO narcissism affects enterprise digital transformation? Evidence from China’s listed companies	19
Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction	19
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism	19
Down but not out: the moderating role of self-leadership on abusive supervision, work engagement and withdrawal behaviors	19
“I am one of the leaders. I must speak up!” The effect of shared leadership on voice behavior	19
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model	19
The impact of inclusive leadership on innovative work behavior: a mediated moderation model	19
Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19	19
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour	18
The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship	18
An empirical study on the leadership traits that enable successful six sigma implementation	18
Micromanagement and its impact on millennial followership styles	18
Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty	17
Three change strategies in organization development: data-based, high engagement and generative	17
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour	17
Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity	16
Perceived supervisor remorse and employee knowledge sharing behavior: a moderated mediated model of employee perceived insider status and leader-follower value congruence	16
Followership: a review of current and emerging research	15
Organizational citizenship behavior to the environment at medical device firms: the intersection of leadership characteristics, organizational factors and employee behaviors	15
Strengthening the pipeline: a leadership communication and organizational culture model to engage, retain and advance early-career women	15
How inclusive leadership promotes employee innovation behavior: the role of error management climate and psychological empowerment	15
Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples	15
Antifragility and organizations: an organizational design perspective	15
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership	14
Corrigendum: Leadership influence and newcomer socialization: a dual-process model of servant leadership, directive leadership and newcomer job performance	14
Unlocking organisational citizenship and innovation: a servant leadership approach for psychological empowerment	14
Does benevolent leadership consistently lead to employees' voluntary behaviors?	14
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	14
Family firm performance through transformational CEO leadership and familiness-related team forces	14
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work	14
How can leaders spark employee creativity? An interpersonal emotion management perspective	13
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	13
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	13
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	13
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	13
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	13
From knowing more to saying more: the interplay of information advantage, intention, and team climate in shaping employee voice	13
Fostering agility through leadership in technology firms	12
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	12
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	12
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	12
Factors associated with general self-efficacy of women leaders in India	11
Building a nomological network for creative learning transfer focusing on leadership development	11
Toxic leadership, overwork and stress: review and integration of the last 15 years	11
Influence of robots’ leadership styles on the job performance of human subordinates in human–robot teams	11
The impact of humble leadership on employee counterproductive work behavior: a dual perspective of motivation and emotion	11

Beacons of vision navigate career development: How and when does visionary leadership lead to followers’ career prospect?	11
Corrigendum: Implementation of lean manufacturing and situational leadership styles: an empirical study	11
Strategic leadership in SMEs: the mediating role of dynamic capabilities	10
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	10
Potential buffering effect of being a right-hand subordinate on the influence of abusive supervision	10
Growth-oriented management and employee outcomes: employee resilience as a mechanism for growth	10
Ethical leadership and AI-driven financial management in Bangladesh: toward sustainable governance in the FinTech sector	10
How sense of power influence exploitative leadership? A moderated mediation framework	10
A qualitative study unpacking the leader identity development process taking a multi-domain approach	10