Journal of Leadership & Organizational Studies

Papers
(The TQCC of Journal of Leadership & Organizational Studies is 14. 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
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective26
Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective26
The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It22
Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation21
Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor21
Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership20
New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research19
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership19
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
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
Leading Through the Crisis: “Hands Off” or “Hands-On”?17
Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees16
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
Why so Humorous? The Roles of Traditionality and Gender (Dis)Similarity in Leader Humor Behavior and Employee Job Performance15
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 to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions14
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