Journal of Leadership & Organizational Studies

Papers
(The median citation count of Journal of Leadership & Organizational Studies is 5. 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 2020-07-01 to 2024-07-01.)
ArticleCitations
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors60
Digital Leadership: A Bibliometric Analysis48
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-1947
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy36
Leadership Styles and Psychological Empowerment: A Meta-Analysis28
Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation27
Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective26
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective26
The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It22
Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor21
Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation21
Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership20
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership19
New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research19
Abusive Supervision and Employee Empowerment: The Moderating Role of Resilience and Workplace Friendship18
Leader Humor and Employee Upward Voice: The Role of Employee Relationship Quality and Traditionality18
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)18
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement18
The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate18
Leading Through the Crisis: “Hands Off” or “Hands-On”?17
The Trickle-Down Effect of Abusive Supervision: The Moderating Effects of Supervisors’ Task Performance and Employee Promotion Focus16
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health16
Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees16
Why so Humorous? The Roles of Traditionality and Gender (Dis)Similarity in Leader Humor Behavior and Employee Job Performance15
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions14
Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion14
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools14
How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation13
How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model13
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence13
Do Job Insecure Leaders Perform Less Transformational Leadership? The Roles of Emotional Exhaustion and Trait Mindfulness13
Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership12
Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping11
Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure10
Leader Machiavellianism as an Antecedent to Ethical Leadership: The Impact on Follower Psychological Empowerment and Work Outcomes10
Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership10
Towards a Model of Leader Character Development: Insights From Anatomy and Music Therapy9
The Relationship Between Follower Affect for President Trump and the Adoption of COVID-19 Personal Protective Behaviors8
Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders8
Effects of Leaders’ Power Construal on Leader-Member Exchange: The Moderating Role of Competitive Climate at Work8
Linking Supervisor and Subordinate’s Negative Work–Family Experience: The Role of Family Supportive Supervisor Behavior8
Perceived Abusive Leadership, Narcissistic Personality, and Employee's Political Behaviors: A Moderated-Mediation Model8
Is it Laissez-Faire Leadership or Delegation? A Deeper Examination of an Over-Simplified Leadership Phenomenon7
A Self-Determination Theory Perspective on Transfer of Leadership Training: The Role of Leader Motivation7
Political Skill Across Health Care Leaders: A Longitudinal Analysis7
Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness7
The Impact of Leader Gratitude Expressions on Followers’ Behaviours: Increasing Gratitude and Increases Proactivity7
How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis6
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
“When there's collective leadership, there's the power to make changes”: A realist evaluation of a collective leadership intervention (Co-Lead) in healthcare teams5
The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions5
The Effect of Decisional Leader Procrastination on Employee Innovation: Investigating the Moderating Role of Employees’ Resistance to Change5
Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning5
Global Leader Self-Complexity: Conceptualization and Scale Validation5
Do Relationships Matter? Investigating the Link Between Supervisor and Subordinate Dedication and Cynicism via the Quality of Leader–Member Exchange5
0.019266843795776