Journal of Leadership & Organizational Studies

Papers
(The TQCC of Journal of Leadership & Organizational Studies is 13. 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
Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation24
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)24
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
Leading Through the Crisis: “Hands Off” or “Hands-On”?20
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
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
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools16
Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure16
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
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence13
Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership13
How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation13
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