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 2020-11-01 to 2024-11-01.)
ArticleCitations
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors67
Digital Leadership: A Bibliometric Analysis66
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-1950
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy39
Leadership Styles and Psychological Empowerment: A Meta-Analysis36
Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation32
The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It29
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective26
Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor25
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)24
Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation24
New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research23
The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate22
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement21
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership20
Abusive Supervision and Employee Empowerment: The Moderating Role of Resilience and Workplace Friendship20
Leading Through the Crisis: “Hands Off” or “Hands-On”?20
Leader Humor and Employee Upward Voice: The Role of Employee Relationship Quality and Traditionality19
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health19
Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees18
Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure16
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools16
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions15
Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion14
How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation13
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence13
Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership13
Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping11
Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership11
Towards a Model of Leader Character Development: Insights From Anatomy and Music Therapy10
Leader Machiavellianism as an Antecedent to Ethical Leadership: The Impact on Follower Psychological Empowerment and Work Outcomes10
Effects of Leaders’ Power Construal on Leader-Member Exchange: The Moderating Role of Competitive Climate at Work10
Perceived Abusive Leadership, Narcissistic Personality, and Employee's Political Behaviors: A Moderated-Mediation Model9
The Relationship Between Follower Affect for President Trump and the Adoption of COVID-19 Personal Protective Behaviors8
Is it Laissez-Faire Leadership or Delegation? A Deeper Examination of an Over-Simplified Leadership Phenomenon8
The Effect of Decisional Leader Procrastination on Employee Innovation: Investigating the Moderating Role of Employees’ Resistance to Change7
Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness7
Inclusive Leadership and Workplace Bullying: A Model of Psychological Safety, Self-Esteem, and Embeddedness7
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity6
The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Beh6
How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis6
Global Leader Self-Complexity: Conceptualization and Scale Validation5
Reconceptualizing Multilevel Leader-Follower Shared Outcomes5
Leading When the Boss is Present: How Leadership Structure Schemas Affect Leadership Behavior5
Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout5
Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning5
Locked (Down) and Loaded (Language): Effect of Policy and Speech on COVID-19 Outcomes5
The Problem of Research Method Informing Research Questions in Leadership Research5
The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions5
Stay Humble and Fly High: The Roles of Subordinate Voice and Competitive Work Context in the Linkage Between Leader Humility and Career Success4
Does Leader-Follower PsyCap Congruence Cultivate Change-Related Outcomes? A Supervisor-Subordinate Fit Perspective4
Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People3
When Friendship is Not Mutual: The Influence of Network Centrality Incongruence on Leadership Emergence and Organizational Identification3
How Can Women Take Advantage of the High-Tech Era to be Perceived as Effective Leaders? Being Tech-Savvy Helps3
Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work3
Predicting Leadership Success in Extreme Organizations: A Prospective Study From Pre-Recruitment Through Leading in Real-Life3
Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader Mistreatment-Employee CWB Relationship with Meta-Analytic Methods3
Someone Must be Mindful: Trait Mindfulness as a Boundary Condition for Paradoxical Leader Behaviors3
Charismatic Leadership Is Not One Size Fits All: The Moderation Effect of Intolerance to Uncertainty and Furlough Status During the COVID-19 Pandemic3
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