OOIR: Observatory of International Research

Papers

(The median citation count of Journal of Managerial Psychology is 2. 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 2020-11-01 to 2024-11-01.)

Article	Citations
Servant leadership and employee voice: a moderated mediation	51
Health-oriented leadership as a job resource: can staff care buffer the effects of job demands on employee health and job satisfaction?	34
Linking leader humor to employee creativity: the roles of relational energy and traditionality	30
How and when responsible leadership facilitates work engagement: a moderated mediation model	21
Work-related use of information and communication technologies after hours and employee fatigue: the exacerbating effect of affective commitment	21
Mentoring and newcomer well-being: a socialization resources perspective	20
Experiencing workplace ostracism with loss of engagement	19
Conceptualizing social well-being in activity-based offices	18
Editorial: Addressing the nurse workforce crisis: a call for greater integration of the organizational behavior, human resource management and nursing literatures	18
Humble leader behavior and team creativity: the team learning perspective	16
Perceived age discrimination in the workplace: the mediating roles of job resources and demands	16
Losing compassion for patients? The implications of COVID-19 on compassion fatigue and event-related post-traumatic stress disorder in nurses	15
Strengths use and work-related flow: an experience sampling study on implications for risk taking and attentional behaviors	15
LMX, organizational justice and performance: curvilinear relationships	14
Passion in the pit: the effects of harmonious and obsessive passion on nurse burnout	12
Understanding business owners' challenge and hindrance appraisals	12
Can you manage shocks? An investigation of career shocks on proactive career behavior: a COR theory perspective	12
Job experience as a buffer against incivility: a daily diary study	11
Office types and workers' cognitive vs affective evaluations from a noise perspective	11
Workplace ostracism, paranoid employees and service performance: a multilevel investigation	11
Gender, formal organizational status and humor use: perceptions of social acceptance	11
How leaders benefit from engaging in high-quality leader-member exchanges: a daily diary study	10
Forgiveness and attribution: when abusive supervision enhances performance	10
Decent work and employee performance: a conservation of resources perspective	9
The impact of authoritarian leadership on employee creativity: the joint moderating roles of benevolent leadership and power distance	9

Challenge-hindrance stressors and career initiative: a moderated mediation model	8
The self-initiated work adjustment for learning scale: development and validation	8
The influence of dispositions and shared leadership on team–member exchange	8
How and when team reflexivity influences employee innovative behavior	8
Gig worker organizing: toward an adapted Attraction-Selection-Attrition framework	8
Person–job fit and job involvement: the curvilinear effect and the moderating role of goal orientation	8
The intersectional effect of age and gender on the work–life balance of managers	7
How shared leadership affects team performance: examining sequential mediation model using MASEM	7
What can I do for you? Line managers’ behaviors to support return to work for workers with common mental disorders	7
Entitlement: friend or foe of work-family conflict?	7
More than just managerial self-efficacy: conceptualizing and predicting top managers' means efficacy about the organization under extreme events	7
The antecedents and outcomes of corporate volunteering: an employee- and organizational-level meta-analysis	7
Perceptions and performance of knowledge workers transitioning from single-cell offices to shared workspaces: evidence from panel data	6
When does benevolent leadership inhibit silence? The joint moderating roles of perceived employee agreement and cultural value orientations	6
Workspace transitions: conceptualizing and measuring person–space fit and examining its role in workplace outcomes and social network activity	6
Understanding awe elicitors in the workplace: a qualitative inquiry	6
Gamifying an assessment method: what signals are organizations sending to applicants?	6
HR practices and counterproductive behaviors: a meta-ethnographic study	6
Is it my job? Leaders' family-supportive role perceptions	6
The relationship between two dimensions of felt trust and promotive voice behaviour: the motivational mechanisms	6
Double-edged sword of perceived mastery climate on evasive knowledge hiding: the mediating roles of perceived status and perceived social support	6
Identifying the optimal safety leader: a person-centered approach	5
Authentic leadership and employee health: a conditional process model	5
Hindering talented employees’ internal mobility: managers’ territorial response to stress	5
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation	5
Investigating the effects of high-involvement climate and public service motivation on engagement, performance, and meaningfulness in the public sector	5
The (socio) politics of misfit: a moderated-mediation model	5
Dark side of leadership and information technology project success: the role of mindfulness	5
How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory	5
Using necessary condition analysis in managerial psychology research: introduction, empirical demonstration and methodological discussion	5
Differential effects of rude coworkers and patients on nurses' safety performance: an emotional labor perspective	5
Ethicality neutralization and amplification: a multilevel study of ethical leadership and unethical pro-organizational behavior	4
Guest editorial	4
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)	4
Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective	4
Ethical leadership behaviors are their own reward for leaders: a moderated mediation model	4
Signaling and social influence: the impact of corporate volunteer programs	4
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context	4
Avoiding the scenario of “The farmer and the snake”: the dark side of servant leadership and an intervention mechanism	4
Work flexibility-ability and work–family conflict: the joint role of willingness and worry	4
When does witnessing patient mistreatment hurt nurses' performance? Gauging the moderation roles of self-concern and other-orientation	4
Co-worker undermining, emotional exhaustion and organisational commitment: the moderating role of servant leadership	3
A resources gain perspective on family outcomes of proactive helping behavior	3
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction	3
Above and beyond: helping behaviors among nurses in positive and negative reciprocity relationships	3
Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification	3
Impact of supervisor developmental feedback on employee innovative behavior: roles of psychological safety and face orientation	3
Methodological and conceptual issues in studying effort-reward fit	3
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige	3
Curvilinear relationship between ambidextrous leadership and employee silence: mediating effects of role stress and relational energy	3

Non-work-related instant messaging in the workplace and daily task performance: complementarity between social and cognitive resources	3
A dynamic process of different helping behavior: from the extended self-theory perspective	3
Leader failed humor and follower advice seeking	2
The influence of multitasking on creative work involvement: a conservation of resources perspective	2
The role of events and affect in perceived organizational support: a within-person approach	2
The effects of individual differentiation on newcomer group identification	2
Working in times of COVID-19: investigating the effect of daily risk perception of COVID-19 infection on goal progress	2
Performance matters: when supervisors socially accept unethical behavior	2
True meaning and due duty: examining how and when career calling promotes employee taking charge	2
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study	2
Deep-level dissimilarity and leader–member exchange (LMX) quality: the role of status	2
When I see your pain: effects of observing workplace ostracism on turnover intention and task performance	2
Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes	2
Interrupting the crossover effect of leader's role overload on employee's negative affect: the moderating role of self-concordance goal	2
Can a leader's ethical leadership and abusive supervision be a gain? Workplace emotions as mediators	2
Impact of leader aggressive humor on employee extra-role behaviors: opposite moderating effects of team identification and professional identification	2
The role of coworker exchange in the relationship between coworker incivility and employees' behaviors: the moderating effect of servant leadership	2
Trust in management and state government mitigate the relationships between individual- and state-level stressors and well-being during COVID-19	2
Engaging age-diverse workers with autonomy and feedback: the role of task variety	2
Occupational self-efficacy, job crafting and job satisfaction in newcomer socialization: a moderated mediation model	2
Why do employees craft their jobs: a qualitative analysis of job crafting motives from actor and observer perspectives	2
Effect of workplace ostracism on employee initiative behaviour: a chained double mediation model	2
Daily supervisor support, engagement and prosocial behavior: how turnover intentions reduce the resources to pay it forward	2
Guest editorial: Are challenges hindering us? The limitations of models that categorize work stressors	2
The impact of support on employees' adaptive behavior: a moderated mediation model	2
Perceived job insecurity climate in uncertain times: implications for work-related health among leaders versus non-leaders	2
The impact of knowledge brokering and role crafting on work engagement: a two-wave panel survey of older Japanese workers	2
Resurrecting the evil genius: examining the relationship between unethical behavior and perceived competence	2