Journal of Leadership & Organizational Studies

Papers
(The median citation count of Journal of Leadership & Organizational Studies is 3. 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 2021-05-01 to 2025-05-01.)
ArticleCitations
Female Directors and Technological Innovation: Evidence from China110
Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining57
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower46
The Problem of Research Method Informing Research Questions in Leadership Research46
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence40
Wicked Problems: A Novel Approach Using Artificial Intelligence and Scenarios31
The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion28
Antecedents and Effects of Visionary Leadership: When and How Leader Work Centrality is Linked to Visionary Leadership and Follower Turnover Intentions26
Abusive Supervision and Supervisor-Directed Deviance: A Social Network Approach22
From Humble Leadership to Follower Performance: A Meta-analysis of Relational and Cognitive Mechanisms22
Kim S. Cameron—Positively Making Organizations and the World Better: A Career Legacy Interview21
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools21
Leading Through the Crisis: “Hands Off” or “Hands-On”?20
Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking18
Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping18
Leader Health, Identity, and Leadership Behavior: Investigating Between-Person and Reciprocal Within-Person Relations Over Time17
RETRACTION NOTICE: Leadership Variables and Business Performance: Mediating and Interaction Effects15
Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style14
Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct13
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)13
The Influence of Servant Leadership on Internal Career Success: An Examination of Psychological Climates and Career Progression Expectations12
Leader Identification and Disidentification: Constructs, Measurements, and Nomological Network11
Toward An Affect Based View of Principal–Agent Dynamics10
Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader Mistreatment-Employee CWB Relationship with Meta-Analytic Methods9
How Can Women Take Advantage of the High-Tech Era to be Perceived as Effective Leaders? Being Tech-Savvy Helps8
(In)Congruence in Claims and Grants and Multi-Domain Leader Identity: A Response Surface Modeling Test of Multi-Domain Leader Identity Construction Theory8
Artificial Intelligence (AI) and Workplace Communication: Promises, Perils, and Recommended Policy8
Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions8
Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor7
The Leaders’ Leader: A No Doubt Legacy Interview with Robert C. Liden7
Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People6
Expectations of Leaders’ Mental Health6
Does Contingent Reward Leadership Enhance or Diminish Team Creativity? It Depends on Leader (Un-) Predictability6
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health6
When Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior6
Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout5
The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval5
Reconceptualizing Multilevel Leader-Follower Shared Outcomes5
Uncertainty-media fit and Psychological Capital for Trust Building in Virtual Leader-Follower Interactions5
Perceived Abusive Leadership, Narcissistic Personality, and Employee's Political Behaviors: A Moderated-Mediation Model5
Welcoming Fireside Chats to the Field of Leadership4
Exploitative Leadership and Employees’ Unethical Behavior from the Perspective of ego Depletion Theory: The Moderating Effect of Microbreaks4
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity4
Does Shared Leadership Always Have Positive Effects on Employee Creativity? A Role Conflict Perspective4
Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes4
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership4
Digital Leadership: Towards a Dynamic Managerial Capability Perspective of Artificial Intelligence-Driven Leader Capabilities4
Global Leader Self-Complexity: Conceptualization and Scale Validation3
Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity3
Advancing the Construct of Self-Leadership: A Bibliometric Review3
Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy3
Catalysts for Factionalism? When and Why Shared Leadership Impairs Team Performance3
Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development3
Benevolent Leadership as an Antecedent and Moderator of Ostracism: A Moderated Mediation Model with Employee Performance3
Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness3
How Women Leaders’ Identities Coexist Through Public and Private Identity Endorsements3
Even Nectar is Poisonous in Excess: The Impact of Leader Humility on Pride, Entitlement, and Organizational Citizenship Behavior3
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