OOIR: Observatory of International Research

Papers

(The median citation count of Leadership Quarterly is 9. 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 2021-09-01 to 2025-09-01.)

Article	Citations
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	199
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	163
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	163
How good can bad leaders be? The opportunity costs of leader selection	136
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	133
Leaders affect business creation: Evidence from mayoral elections	123
Measuring behaviors counterfactually	82
Common methodological mistakes	76
Leadership shaping social comparison to improve performance: A field experiment	71
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	68
A window into your status: Environment-based social class’s effect on virtual leadership	68
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	66
Crisis leadership: A review and future research agenda	60
The effects of the charisma signal and voice pitch in female leader selection	57
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	56
Editorial Board	56
Editorial Board	56
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	52
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	51
Using structural topic modeling to gain insight into challenges faced by leaders	50
Polynomial regression analysis and response surface methodology in leadership research	47
Editorial Board	44
When the going gets tough: Board gender diversity in the wake of a major crisis	42
Testing the generalizability of the white leadership standard in the post-Obama era	42
Reconciling identity leadership and leader identity: A dual-identity framework	41

Leader’s morality, prototypicality, and followers’ reactions	41
Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	40
Editorial Board	40
Effects of women on corporate boards: An integrative review from a political capital perspective	39
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	38
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	36
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	33
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	33
Leadership in the digital era: A review of who, what, when, where, and why	33
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	32
What is strategic leadership? Developing a framework for future research	32
Ecology, culture and leadership: Theoretical integration and review	31
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	31
Causal inference with observational data: A tutorial on propensity score analysis	31
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	31
Gender stereotypes explain different mental prototypes of male and female leaders	30
A juggling act: CEO polychronicity and firm innovation	29
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	29
Does it matter how I behave before I step into the leader role? Intrapersonal behavioral shift in temporary leadership role transition and its effect on perceived leadership effectiveness	29
Leadership science beyond questionnaires	29
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	28
A conceptual replication of ambidextrous leadership theory: An experimental approach	28
Leader state emotions in organizations	27
Board diversity’s antecedents and consequences: A review and research agenda	26
Editorial Board	24
Leaders’ influence on collective action: An identity leadership perspective	24
Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research	22
Editorial Board	21
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	21
Editorial Board	21
Editorial Board	21
In pursuit of causality in leadership training research: A review and pragmatic recommendations	20
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	20
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	20
Eight puzzles of leadership science	20
A chronotype circadian model of charismatic leadership expressions and perceptions	20
Exogenous shocks: Definitions, types, and causal identification issues	20
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	19
CEO childhood trauma, social networks, and strategic risk taking	19
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	19
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	19
Is the transition to formal leadership caused by trait extraversion? A counterfactual hazard analysis using two large panel datasets	18
Zombie leadership: Dead ideas that still walk among us	17
CEO proactiveness, innovation, and firm performance	17
Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	16
Leader self-projection and collective role performance: A consideration of visionary leadership	16
Editorial Board	16
Traversing the storm: An interdisciplinary review of crisis leadership	16
CEO health	15
Dirty looks: Politicians’ appearance and unethical behaviour	14

Editorial Board	14
Is a disease leader attractive? Six tests of whether the COVID-19 pandemic affected follower preferences for attractiveness, health and other traits in political and non-political leaders	14
Leadership selection: Can changing the default break the glass ceiling?	14
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	13
Tweet, like, subscribe! Understanding leadership through social media use	13
Editorial Board	13
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	12
Editorial Board	12
Female CHRO appointments: A crack in the glass ceiling?	11
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	11
Editorial Board	11
Regulation and the trickle-down effect of women in leadership roles	11
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	11
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	11
Beyond efficiency: How artificial intelligence (AI) will reshape scientific inquiry and the publication process	11
Human-robot collaboration: A multilevel and integrated leadership framework	11
Too young to lead? Role incongruity explains age bias against young leaders	10
The XX factor: Female managers and innovation in a cross-country setting	10
Call for proposals: The 2027 Leadership Quarterly Yearly Review (LQYR) issue	10
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	10
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	9
The value of leadership: Evidence from a large-scale field experiment	9
Authentic leadership theory: The case for and against	9
Top management team constellations and their implications for strategic decision making	9
LQYR introduction	9