Leadership

Papers
(The TQCC of Leadership is 6. 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 2020-02-01 to 2024-02-01.)
ArticleCitations
Pandemic leadership: Lessons from New Zealand’s approach to COVID-19176
Introduction to the special issue: Why the coronavirus crisis is also a crisis of leadership81
Leadership, management and command in the time of the Coronavirus54
Barriers to leadership development: Why is it so difficult to abandon the hero?43
The organization of ideological discourse in times of unexpected crisis: Explaining how COVID-19 is exploited by populist leaders43
Differentiating leader hubris and narcissism on the basis of power29
Six ways of understanding leadership development: An exploration of increasing complexity24
Fifty-five years of managerial shared leadership research: A review of an empirical field24
The perils of authentic leadership theory24
Even in a global pandemic, there’s no such thing as a crisis22
What Donald Trump’s response to COVID-19 teaches us: It’s time for our romance with leaders to end21
Where is Boris Johnson? When and why it matters that leaders show up in a crisis20
Extinction Rebellion: Green activism and the fantasy of leaderlessness in a decentralized movement16
Asymmetries of leadership: Agency, response and reason16
Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership15
Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation14
Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self”13
Community leaders as intermediaries: How everyday practices create and sustain leadership in five informal settlements in Cape Town12
Leadership in interaction. An introduction to the Special Issue11
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order11
Can you be a follower even when you do not follow the leader? Yes, you can11
Leadership and the power of resentment/ressentiment10
Crazy, stupid, disobedience: The dark side of paradoxical leadership9
Beyond diversity, inclusion, and belonging9
Friend or fiend? An interpretative phenomenological analysis of moral and relational orientation in authentic leadership9
White privilege, Black resilience: Women of color leading the academy9
Impossible or just irrelevant? Unravelling the ‘authentic leadership’ paradox through the lens of emotional labour8
Accomplishing leadership-in-interaction by mobilizing available information and communication technology objects in a virtual context8
Land Back: A meta narrative to help indigenous people show up as movement leaders8
The negotiation of sharing leadership in the context of professional hierarchy: Interactions on interprofessional teams8
Context and conditions matter: Stress and strain in the exercise of leadership power7
Putting leadership in its place: Introduction to the special issue7
Shared leadership: Struggles over meaning in daily instances of uncertainty7
Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices7
What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe7
Queering public leadership: The case of lesbian, gay, bisexual and transgender leaders in the Philippines7
The fallacy of discrete authentic leader behaviours: Locating authentic leadership in interaction7
Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK6
Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory6
The construction of leadership practice: Making sense of leader competencies6
Proposals for the future of leadership scholarship: Suggestions in Phronesis6
‘I AM’: Indigenous consciousness for authenticity and leadership6
Kafka and the COVID-19 epidemic: Why the Sirens’ silence is more deadly than their song6
Decolonial leadership for cultural resistance and social change: Challenging the social order through the struggle of identity6
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