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 2021-08-01 to 2025-08-01.)

Article	Citations
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	196
How good can bad leaders be? The opportunity costs of leader selection	158
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	157
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	132
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	129
Leaders affect business creation: Evidence from mayoral elections	122
Common methodological mistakes	78
Measuring behaviors counterfactually	72
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
Leadership shaping social comparison to improve performance: A field experiment	66
Crisis leadership: A review and future research agenda	64
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	58
The effects of the charisma signal and voice pitch in female leader selection	56
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	54
Editorial Board	51
Editorial Board	51
Polynomial regression analysis and response surface methodology in leadership research	51
Using structural topic modeling to gain insight into challenges faced by leaders	49
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	47
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	45
Editorial Board	44
Where power resides in committees	43
Testing the generalizability of the white leadership standard in the post-Obama era	41
When the going gets tough: Board gender diversity in the wake of a major crisis	40

Reconciling identity leadership and leader identity: A dual-identity framework	40
Leader’s morality, prototypicality, and followers’ reactions	39
Editorial Board	39
Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	39
The language of power and authority in leadership	38
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	38
Effects of women on corporate boards: An integrative review from a political capital perspective	35
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
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	32
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	32
What is strategic leadership? Developing a framework for future research	32
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	30
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	30
Leadership in the digital era: A review of who, what, when, where, and why	30
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
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	29
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	29
Ecology, culture and leadership: Theoretical integration and review	28
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	28
Gender stereotypes explain different mental prototypes of male and female leaders	28
Leadership science beyond questionnaires	27
Causal inference with observational data: A tutorial on propensity score analysis	27
A juggling act: CEO polychronicity and firm innovation	27
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	26
Board diversity’s antecedents and consequences: A review and research agenda	26
Leaders’ influence on collective action: An identity leadership perspective	25
A conceptual replication of ambidextrous leadership theory: An experimental approach	24
Editorial Board	22
Editorial Board	21
Editorial Board	21
Editorial Board	21
Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research	21
Exogenous shocks: Definitions, types, and causal identification issues	20
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	20
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	20
In pursuit of causality in leadership training research: A review and pragmatic recommendations	19
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	19
A chronotype circadian model of charismatic leadership expressions and perceptions	19
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	19
CEO childhood trauma, social networks, and strategic risk taking	19
Eight puzzles of leadership science	19
Is the transition to formal leadership caused by trait extraversion? A counterfactual hazard analysis using two large panel datasets	18
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	18
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	18
CEO proactiveness, innovation, and firm performance	18
Does power corrupt the mind? The influence of power on moral reasoning and self-interested behavior	18
Zombie leadership: Dead ideas that still walk among us	17
Leader self-projection and collective role performance: A consideration of visionary leadership	16
Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	16
Editorial Board	16

CEO health	16
Editorial Board	15
Traversing the storm: An interdisciplinary review of crisis leadership	15
Dirty looks: Politicians’ appearance and unethical behaviour	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
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	14
Editorial Board	13
Leadership selection: Can changing the default break the glass ceiling?	13
Tweet, like, subscribe! Understanding leadership through social media use	13
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	13
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
Female CHRO appointments: A crack in the glass ceiling?	12
Regulation and the trickle-down effect of women in leadership roles	12
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	12
Beyond efficiency: How artificial intelligence (AI) will reshape scientific inquiry and the publication process	12
Editorial Board	12
Human-robot collaboration: A multilevel and integrated leadership framework	11
Editorial Board	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
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	11
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	11
Authentic leadership theory: The case for and against	10
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	10
Call for proposals: The 2027 Leadership Quarterly Yearly Review (LQYR) issue	10
The XX factor: Female managers and innovation in a cross-country setting	10
Top management team constellations and their implications for strategic decision making	9
The value of leadership: Evidence from a large-scale field experiment	9
Too young to lead? Role incongruity explains age bias against young leaders	9
LQYR introduction	9