Leadership Quarterly

Papers
(The H4-Index of Leadership Quarterly is 27. 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.)
ArticleCitations
Abusive supervision: A systematic review and fundamental rethink147
Crisis leadership: A review and future research agenda113
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda99
A critique of the Leader-Member Exchange construct: Back to square one97
What is strategic leadership? Developing a framework for future research93
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed91
Four decades of CEO–TMT interface research: A review inspired by role theory84
Country differences in the relationship between leadership and employee engagement: A meta-analysis76
Authentic leadership theory: The case for and against75
Upbeat leadership: A recipe for – or against – “successful” leadership studies61
Effects of charismatic leadership and rewards on individual performance55
Advancing the science of 21st-century leadership development: Theory, research, and practice48
Just what do we think we are doing? Learning outcomes of leader and leadership development42
CEO proactiveness, innovation, and firm performance39
How follower traits and cultural values influence the effects of leadership37
Leadership in the digital era: A review of who, what, when, where, and why35
Let’s agree about nice leaders: A literature review and meta-analysis of agreeableness and its relationship with leadership outcomes34
Polynomial regression analysis and response surface methodology in leadership research34
The military imprint: The effect of executives’ military experience on firm pollution and environmental innovation33
Instrumental variables estimation: Assumptions, pitfalls, and guidelines31
Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond30
Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions30
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance30
Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement28
Seeing is not believing: Leader humility, hypocrisy, and their impact on followers' behaviors28
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility28
Reconciling identity leadership and leader identity: A dual-identity framework27
The XX factor: Female managers and innovation in a cross-country setting27
Common methodological mistakes27
0.017796993255615