OOIR: Observatory of International Research

Papers

(The TQCC of Leadership Quarterly is 23. 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 2021-11-01 to 2025-11-01.)

Article	Citations
Leaders affect business creation: Evidence from mayoral elections	207
Common methodological mistakes	172
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	171
How good can bad leaders be? The opportunity costs of leader selection	144
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	134
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	82
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	80
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	77
Measuring behaviors counterfactually	77
A window into your status: Environment-based social class’s effect on virtual leadership	71
Crisis leadership: A review and future research agenda	68
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	61
The effects of the charisma signal and voice pitch in female leader selection	59
Leadership shaping social comparison to improve performance: A field experiment	59
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	58
Editorial Board	58
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	56
Using structural topic modeling to gain insight into challenges faced by leaders	54
Polynomial regression analysis and response surface methodology in leadership research	47
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	47
Editorial Board	45
Testing the generalizability of the white leadership standard in the post-Obama era	44
When the going gets tough: Board gender diversity in the wake of a major crisis	44
Reconciling identity leadership and leader identity: A dual-identity framework	42
Leader’s morality, prototypicality, and followers’ reactions	42

Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	40
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	38
Editorial Board	37
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	35
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	34
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	34
Leadership in the digital era: A review of who, what, when, where, and why	34
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	34
What is strategic leadership? Developing a framework for future research	34
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	33
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	33
Gender stereotypes explain different mental prototypes of male and female leaders	32
Causal inference with observational data: A tutorial on propensity score analysis	31
Leadership science beyond questionnaires	31
A juggling act: CEO polychronicity and firm innovation	31
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	30
Ecology, culture and leadership: Theoretical integration and review	29
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	28
Leader state emotions in organizations	27
A conceptual replication of ambidextrous leadership theory: An experimental approach	26
Board diversity’s antecedents and consequences: A review and research agenda	24
Leaders’ influence on collective action: An identity leadership perspective	23
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	23
Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research	23
Editorial Board	23