Leadership & Organization Development Journal

Papers
(The TQCC of Leadership & Organization Development Journal is 7. 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 2021-02-01 to 2025-02-01.)
ArticleCitations
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity133
Hold the chair: the link between short-term exposure and the managerial change in an emerging market during the pandemic71
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership44
How transformational leadership impact on employee service innovation: the moderating effect of employee creative role identity42
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/performance33
Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris32
Finding fit in friction: the value of contrast in mentoring for leadership development32
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit31
Leadership as an art: an enduring concept framed within contemporary leadership29
Does benevolent leadership consistently lead to employees' voluntary behaviors?29
Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach29
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue28
My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison26
Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation22
Identifying key leadership competencies for digital transformation: evidence from a cross-sectoral Delphi study of global managers22
Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis22
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy21
Unveiling the path to employee performance excellence: visionary leadership behavior, vision commitment and organization resource support21
How positive leadership leads to employees’ interpersonal citizenship behavior: a self-consistency perspective21
How transformational leadership shapes employee task performance? A sequential mediation model21
Effects of gender diversity in strategic orientation and strategy execution20
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work20
Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics20
Frugal-based innovation model for sustainable development: technological and market turbulence18
How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach18
Family firm performance through transformational CEO leadership and familiness-related team forces18
Striving for the bottom line: the impact of supervisor bottom-line mentality on employees' work effort and helping behavior18
Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality17
Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement17
Exploring relationships among servant leadership, role clarity and creative self-efficacy17
The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender17
Stimulating exploitative and exploratory innovation through transformational leadership and knowledge management capability: the moderating role of competitive intensity16
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change16
How can leaders spark employee creativity? An interpersonal emotion management perspective16
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation16
How does leader career calling stimulate employee career growth? The role of career crafting and supervisor–subordinate guanxi15
Cultivating a paradoxical mindset: enhancing transformative learning through paradoxical leadership15
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account15
Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead15
Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge14
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors14
My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement14
The key to unlocking implicit status: the effects of interpersonal perceptions and leadership emergence on advice-giving network centrality13
The impact of authentic leadership on individual and team creativity: a multilevel perspective13
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective12
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case12
Prevention-focused leadership and well-being during the pandemic: mediation by role clarity and workload12
Managerial coaching: a paradox-based view12
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction12
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance11
Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour11
Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity11
When does abusive supervision mitigate work effort? Moderating roles of cognitive reappraisal and rumination11
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress11
The formation mechanism of destructive leadership behavior: from the perspective of moral deconstruction process11
Collective compass to unit performance: linking transformational leadership climate, trust and engagement11
Effects of trust, structure and processes on effectiveness in a military organization: exploring a moderated mediation model11
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model11
How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation11
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication10
Examining the effect of knowledge hiding towards individual task performance: the moderating role of transformational leadership10
You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement10
Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?10
Green inclusive leadership at the helm: pro-environmental behavior and environmental strategy in steering environmental performance9
How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation9
Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety9
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective9
How self-verification striving affects creative performance: the moderating effect of authentic leadership and the mediating effect of taking charge9
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation8
Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment8
Linking ethical leadership to employees' emotional exhaustion: a chain mediation model8
Intuiting or rationalising self-other agreement in leadership?8
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program8
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?8
Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender7
Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study7
Does servant leadership predict innovative behaviour above and beyond transformational leadership? Examining the role of affective commitment and creative self-efficacy7
The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances7
Knowledge-oriented leadership and learning in academic research teams7
Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills7
The role of HEXACO in the development of authentic leadership and its consequences on task performance7
Why is leader humility related to OCBs? A psychological entitlement explanation of the curvilinear moderated relations7
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator7
Engagement in the teleworking context: challenges and leadership performance7
More humility for leaders, less procrastination for employees: the roles of career calling and promotion focus7
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