Journal of Managerial Psychology

Papers
(The TQCC of Journal of Managerial Psychology is 5. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
Islamic religiosity: the influence of different forms of hijab on Saudi women’s experience of employment73
Flexible paths to innovation: mitigating commuting’s impact on creative deviance41
Online, offline, or both? The importance of coaching format for side effects in business coaching26
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process20
How and when team reflexivity influences employee innovative behavior19
Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification18
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige18
Sense and sensibility in psychological contracting: a multi-phasic perspective17
A dynamic process of different helping behavior: from the extended self-theory perspective16
Passion in the pit: the effects of harmonious and obsessive passion on nurse burnout15
Contextual cues matter: advancing personality research through the interactions of implicit and explicit personality with situations14
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage13
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study13
Coworkers’ self-leadership and employees’ knowledge sharing: a moderated chain mediation model12
True meaning and due duty: examining how and when career calling promotes employee taking charge12
Unpacking the black box of salesperson entrepreneurial behavior: the role of family motivation12
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation11
Age diversity and team performance – the moderating roles of team LMX quality and differentiation11
Beliefs about job-seeking strategies: dimensionality, measurement and outcomes11
Leadership as a philosophical attitude – a qualitative study of reflective practice in everyday working life11
Role of work ethic in the work–life satisfaction relationship: a longitudinal moderation model10
Editorial: Addressing the nurse workforce crisis: a call for greater integration of the organizational behavior, human resource management and nursing literatures10
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature10
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context10
Servant leadership and employee voice: a moderated mediation9
Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality9
Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance9
Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate9
Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism9
Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification9
Mentoring matters: decoding the impact of downward envy on interpersonal conflict, workplace ostracism, and displaced aggression9
AI-powered leadership: a systematic literature review8
Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model8
When does witnessing patient mistreatment hurt nurses' performance? Gauging the moderation roles of self-concern and other-orientation8
Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining8
Decent work and employee performance: a conservation of resources perspective8
LMX and recruiter incivility toward job seekers: a self-serving attribution perspective8
The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?8
Guest editorial: Contemporary managerial issues in the nursing sector8
Above and beyond: helping behaviors among nurses in positive and negative reciprocity relationships7
The dark side of leave: how voluntary leave shapes preferences for male and female supervisors7
Leader failed humor and follower advice seeking7
Resurrecting the evil genius: examining the relationship between unethical behavior and perceived competence7
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)7
Every coin has two sides: a self-determination perspective on the relationship between algorithmic management and gig workers’ job burnout7
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction6
Artificial intelligence in the workplace – challenges, opportunities and HRM framework: a critical review and research agenda for change6
Dark side of leadership and information technology project success: the role of mindfulness6
How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory6
Health-oriented leadership as a job resource: can staff care buffer the effects of job demands on employee health and job satisfaction?6
Navigating the unspoken: the impact of socio-institutional factors on Pakistani employees’ perceptions of implicit promises6
Authentic leadership and employee expediency: a moderated mediation framework6
Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective6
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships5
A one-year prospective study of organizational justice and work attitudes: an extended job demands-resources model5
From social support to thriving at work via psychological capital: the role of psychosocial safety climate in a weekly study5
Understanding awe elicitors in the workplace: a qualitative inquiry5
Fear is the path to the dark side: the interplay of leader fear of power loss and leader Machiavellianism on abusive supervision5
Facades of conformity and cyberloafing: a moderated mediation model5
How needs frustration and leader gender influence reactions to uncivil subordinates5
Guest editorial: Mentoring and coaching in the workplace: an introduction5
Unraveling the dynamics: exploring the nexus between abusive supervision, counterproductive work behaviors and the moderating influence of mindfulness5
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward5
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