OOIR: Observatory of International Research

Papers

(The median citation count of Leadership Quarterly 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 2020-11-01 to 2024-11-01.)

Article	Citations
Abusive supervision: A systematic review and fundamental rethink	147
Crisis leadership: A review and future research agenda	113
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda	99
A critique of the Leader-Member Exchange construct: Back to square one	97
What is strategic leadership? Developing a framework for future research	93
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	91
Four decades of CEO–TMT interface research: A review inspired by role theory	84
Country differences in the relationship between leadership and employee engagement: A meta-analysis	76
Authentic leadership theory: The case for and against	75
Upbeat leadership: A recipe for – or against – “successful” leadership studies	61
Effects of charismatic leadership and rewards on individual performance	55
Advancing the science of 21st-century leadership development: Theory, research, and practice	48
Just what do we think we are doing? Learning outcomes of leader and leadership development	42
CEO proactiveness, innovation, and firm performance	39
How follower traits and cultural values influence the effects of leadership	37
Leadership in the digital era: A review of who, what, when, where, and why	35
Polynomial regression analysis and response surface methodology in leadership research	34
Let’s agree about nice leaders: A literature review and meta-analysis of agreeableness and its relationship with leadership outcomes	34
The military imprint: The effect of executives’ military experience on firm pollution and environmental innovation	33
Instrumental variables estimation: Assumptions, pitfalls, and guidelines	31
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	30
Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond	30
Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions	30
Seeing is not believing: Leader humility, hypocrisy, and their impact on followers' behaviors	28
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	28

Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement	28
The XX factor: Female managers and innovation in a cross-country setting	27
Common methodological mistakes	27
Reconciling identity leadership and leader identity: A dual-identity framework	27
How (not) to motivate online workers: Two controlled field experiments on leadership in the gig economy	26
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	26
The pandemic that shocked managers across the world: The impact of the COVID-19 crisis on leadership behavior	25
Opening the black box: Uncovering the leader trait paradigm through machine learning	25
A juggling act: CEO polychronicity and firm innovation	24
Effect of charismatic signaling in social media settings: Evidence from TED and Twitter	24
Virtual charismatic leadership and signaling theory: A prospective meta-analysis in five countries	24
In pursuit of causality in leadership training research: A review and pragmatic recommendations	23
A conceptual replication of ambidextrous leadership theory: An experimental approach	23
The perks of narcissism: Behaving like a star speeds up career advancement to the CEO position	23
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	22
Leadership selection: Can changing the default break the glass ceiling?	22
Board diversity’s antecedents and consequences: A review and research agenda	21
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	21
Building cross-disciplinary bridges in leadership: Integrating top executive personality and leadership theory and research	21
Leader development for adolescent girls: State of the field and a framework for moving forward	21
The science of leadership: A journey from survey research to field experimentation	21
Using structural topic modeling to gain insight into challenges faced by leaders	21
Does power corrupt the mind? The influence of power on moral reasoning and self-interested behavior	20
Human-robot collaboration: A multilevel and integrated leadership framework	20
State extraversion and emergent leadership: Do introverts emerge as leaders when they act like extraverts?	19
Examining the role of Donald Trump and his supporters in the 2021 assault on the U.S. Capitol: A dual-agency model of identity leadership and engaged followership	19
Traits and time in leadership emergence: A longitudinal study	18
Traversing the storm: An interdisciplinary review of crisis leadership	18
Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status and promotion outcomes in a g	18
Do you remember? Rater memory systems and leadership measurement	17
Extending the boundaries of strategic leadership research	17
The language of power and authority in leadership	17
CEO childhood trauma, social networks, and strategic risk taking	17
Tweet, like, subscribe! Understanding leadership through social media use	16
On the scientific study of small samples: Challenges confronting quantitative and qualitative methodologies	15
The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship	15
Revisiting emergence in emergent leadership: An integrative, multi-perspective review	15
Social movement spillover: Barriers to board gender diversity posed by contemporary governance reform	14
Do executives’ aesthetic attributes matter to career and organizational outcomes? A critical review and theoretical integration	14
From sovereign to subject: Applying Foucault's conceptualization of power to leading and studying power within leadership	13
Is there a glass ceiling for ethnic minorities to enter leadership positions? Evidence from a field experiment with over 12,000 job applications	13
Predicting leadership perception with large-scale natural language data	13
A systematic and critical review of research on respect in leadership	13
Emergence of shared leadership networks in teams: An adaptive process perspective	13
The science of leader power	13
Causal inference with observational data: A tutorial on propensity score analysis	13
Putting leader (follower) behavior back into transformational leadership: A theoretical and empirical course correction	13
The forms and use of intuition in top management teams	13
Charisma in the gig economy: The impact of digital leadership and communication channels on performance	13
Democratic governors quicker to issue stay-at-home orders in response to COVID-19	13

Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities	12
Gender stereotypes explain different mental prototypes of male and female leaders	12
Effective leadership and the allocation and exercise of power in organizations	12
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	12
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	12
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	12
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	12
Leader self-projection and collective role performance: A consideration of visionary leadership	11
Leader decision speed as a signal of honesty	11
The influence of top management team gender diversity on firm performance during stable periods and economic crises: An instrumental variable analysis	11
Top management team constellations and their implications for strategic decision making	11
Feedback quality and performance in organisations	10
Physiological arousal variability accompanying relations-oriented behaviors of effective leaders: Triangulating skin conductance, video-based behavior coding and perceived effectiveness	10
Psychopathy and leadership effectiveness: Conceptualizing and testing three models of successful psychopathy	10
The study of followers in leadership research: A systematic and critical review	10
The context deficit in leadership research	10
How being rooted in the past can shape the future: The role of social identity continuity in the wish for a strong leader	10
Testing the generalizability of the white leadership standard in the post-Obama era	9
The private life of CEOs; A strategic leadership perspective	9
Leaders’ influence on collective action: An identity leadership perspective	9
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	9
In support of slow science: Robust, open, and multidisciplinary	9
Effect of crises on charisma signaling: A regression discontinuity design	9
Leading teams over time through space: Computational experiments on leadership network archetypes	8
Is there such a thing as leadership skill? – A replication and extension of the relationship between high school leadership positions and later-life earnings	8
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	8
Zombie leadership: Dead ideas that still walk among us	7
Are the effects of servant leadership only spurious? The state of research on the causal effects of servant leadership, recommendations, and an illustrative experiment	7
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	7
Leader’s morality, prototypicality, and followers’ reactions	7
Combating COVID-19 with charisma: Evidence on governor speeches in the United States	7