Journal of Leadership & Organizational Studies

Papers
(The TQCC of Journal of Leadership & Organizational Studies is 11. 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 2020-03-01 to 2024-03-01.)
ArticleCitations
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors56
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-1939
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy29
Digital Leadership: A Bibliometric Analysis28
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective24
Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective24
Leadership Styles and Psychological Empowerment: A Meta-Analysis23
LMX Differentiation and Voice Behavior: A Resource-Conservation Framework23
New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research19
Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership17
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement17
Leader Humor and Employee Upward Voice: The Role of Employee Relationship Quality and Traditionality17
Are Female CEOs Really More Risk Averse? Examining Economic Downturn and Other-Orientation16
Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation16
Leading Through the Crisis: “Hands Off” or “Hands-On”?16
The Trickle-Down Effect of Abusive Supervision: The Moderating Effects of Supervisors’ Task Performance and Employee Promotion Focus15
Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor15
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions14
Do Job Insecure Leaders Perform Less Transformational Leadership? The Roles of Emotional Exhaustion and Trait Mindfulness13
Abusive Supervision and Employee Empowerment: The Moderating Role of Resilience and Workplace Friendship13
Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion12
The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership12
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health12
Why so Humorous? The Roles of Traditionality and Gender (Dis)Similarity in Leader Humor Behavior and Employee Job Performance12
Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees12
The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate12
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence11
How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model11
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)11
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