OOIR: Observatory of International Research

Papers

(The median citation count of Leadership is 2. 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.)

Article	Citations
Pandemic leadership: Lessons from New Zealand’s approach to COVID-19	176
Introduction to the special issue: Why the coronavirus crisis is also a crisis of leadership	83
Leadership, management and command in the time of the Coronavirus	54
Barriers to leadership development: Why is it so difficult to abandon the hero?	45
The organization of ideological discourse in times of unexpected crisis: Explaining how COVID-19 is exploited by populist leaders	44
Six ways of understanding leadership development: An exploration of increasing complexity	30
The perils of authentic leadership theory	24
Fifty-five years of managerial shared leadership research: A review of an empirical field	24
Even in a global pandemic, there’s no such thing as a crisis	22
What Donald Trump’s response to COVID-19 teaches us: It’s time for our romance with leaders to end	21
Where is Boris Johnson? When and why it matters that leaders show up in a crisis	20
Extinction Rebellion: Green activism and the fantasy of leaderlessness in a decentralized movement	16
Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation	15
Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership	15
Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self”	13
Can you be a follower even when you do not follow the leader? Yes, you can	12
Leadership in interaction. An introduction to the Special Issue	12
Community leaders as intermediaries: How everyday practices create and sustain leadership in five informal settlements in Cape Town	12
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order	11
Friend or fiend? An interpretative phenomenological analysis of moral and relational orientation in authentic leadership	9
White privilege, Black resilience: Women of color leading the academy	9
Crazy, stupid, disobedience: The dark side of paradoxical leadership	9
Beyond diversity, inclusion, and belonging	9
Accomplishing leadership-in-interaction by mobilizing available information and communication technology objects in a virtual context	8
Putting leadership in its place: Introduction to the special issue	8

Land Back: A meta narrative to help indigenous people show up as movement leaders	8
The negotiation of sharing leadership in the context of professional hierarchy: Interactions on interprofessional teams	8
Impossible or just irrelevant? Unravelling the ‘authentic leadership’ paradox through the lens of emotional labour	8
Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK	7
What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe	7
Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices	7
Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory	7
Shared leadership: Struggles over meaning in daily instances of uncertainty	7
Queering public leadership: The case of lesbian, gay, bisexual and transgender leaders in the Philippines	7
The fallacy of discrete authentic leader behaviours: Locating authentic leadership in interaction	7
Why is collective leadership so elusive?	6
Proposals for the future of leadership scholarship: Suggestions in Phronesis	6
‘I AM’: Indigenous consciousness for authenticity and leadership	6
The construction of leadership practice: Making sense of leader competencies	6
Decolonial leadership for cultural resistance and social change: Challenging the social order through the struggle of identity	6
Kafka and the COVID-19 epidemic: Why the Sirens’ silence is more deadly than their song	6
Exploring caring leadership through a feminist ethic of care: The case of a sporty CEO	6
Volodymyr Zelenskyy, heroic leadership, and the historical gaze	6
The 2020 election and its aftermath: Love, lies, and ensorceling leadership	5
The truths and falsehoods of post-truth leaders	5
What silence can teach us about race and leadership	5
The field of race and leadership	5
The paradox of the seed and soil: Cultivating inclusive leadership for a “new normal”	5
The connecting leader. Aligning leadership theories to managers’ issues	5
The gaslighting of authentic leadership 2.0	5
Place – The final frontier: Exploring the outer reaches of collaborative agency using the Japanese concept of Ba	5
Black Lives Matter and the revitalization of collective visionary leadership	4
Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception	4
Making sense of the rise and fall of Jeremy Corbyn: Towards an ambiguity-centred perspective on authentic leadership	4
Paternalistic leadership as a double-edged sword: Analysis of the Sri Lankan President’s response to the COVID-19 crisis	4
Leading through agonistic conflict: Contested sense-making in national political arenas	4
Leadership, incrementalism and the repetition of history: A Ukrainian tragedy in four acts	4
The development and disruption of relationships between leaders and organizational members and the importance of trust	4
The gaslighting of authentic leadership	3
Reframing the past to legitimate the future: Building collective agency for social change through a process of decolonizing memory	3
How social context impacts the emergence of leadership structures	3
‘You can’t Google everything’: the voluntary sector and the leadership of communities of place	3
Post-heroic heroism: Embedded masculinities in media framing of Australian business leadership	3
The role of status and power inequalities in leader-member exchange	3
Adaptation of leadership competence to climate change education: Conceptual foundations, validation, and applications of a new measure	3
Challenging humanist leadership: Toward an embodied, ethical, and effective neo-humanist, enlightenment approach	3
Exposing and re-placing leadership through workers inquiry	3
A Daoist understanding of mindful leadership	3
Norm-based leadership and the challenge of democratically elected authoritarians	3
If philosophers went on a leadership course: A (serious) farce in three Acts	3
Political leadership for peace processes: Juan Manuel Santos – Between hawk and dove	3
Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces	3
Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches	3
Advancing constructionist leadership research through paradigm interplay: An application in the leadership–trust domain	3
Blackboxing leadership: Methodological practices leading to manager-centrism	2

Pernicious executive order 13950 revoked, yet structural racism looms large	2
Leadership legitimacy and the mobilization of capital(s): Disrupting politics and reproducing heteronormativity	2
Leadership of place in virtual environments	2
Working together to survive and thrive: The struggle for Black lives past and present	2
Evaluating assertions by a Wells Fargo CEO of a ‘return to ethical conduct’	2
Editorial transitions part 2 – hail and hello	2
Leadership configuration in crises: Lessons from the English response to COVID-19	2
The inseparable connection between leadership, agency, power and collaboration in a primary educational setting	2
An insatiable hunger for charisma? A follower-centric analysis of populism and charismatic leadership	2
Ukraine 2022, through the leadership binoculars	2
‘Unlocking Us’: Analyzing the US election and its aftermath	2
Ancestral leadership: Place-based intergenerational leadership	2