Leadership

Papers
(The TQCC of Leadership is 4. 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 2022-08-01 to 2026-08-01.)
ArticleCitations
What makes a good article for leadership? Thoughts and views from our associate editors, part 135
Situating and progressing resistance leadership research31
Leadership and systems change. The 21 st International Studying Leadership Conference 31 st July 221
Taming the radical: Domesticating forum theatre in leadership development20
Letter to Putin19
Asymmetries of responsibility in self-managing organization: Authoring shared and hierarchical control18
Academic leadership in a warming world: How can business school academics influence climate change action?17
Examining employee willingness to execute shared leadership: The role of leadership behaviour, gender, age, and context15
When atypical leaders fail to deliver allyship for diversity: The case of an unregulated neoliberal national context14
Crisis leadership reimagined: Virtues-language and the Shift from masculinized to inclusive approaches13
Batman returns! Leadership by crisis and the moral entrepreneurship of Donald J Trump: A dramaturgical perspective13
Editorial: What to look out for in 202612
Breaking barriers: Indigenous women in leadership11
Editorial announcement: Editorial board members and associate editor news11
Leadership, liminality, and ‘wicked’ conflicts: John Hume and the untangling of the Northern Ireland ‘Troubles’9
Daoist philosophy and leadership: A reappraisal7
Leadership in dialogue: Exploring the spaces between ideas, communities, worldviews7
Outlining a research terrain for resistance leadership: An editorial for the special issue ‘Don’t look up! Rebooting leadership with resistance from below’7
Editorial Announcement: New Associate Editors and Editorial Board Members Gareth Edwards and Doris Schedlitzki7
Leadership under civilizational constraint: Extending context in critical leadership studies through a comparative analysis of three (1990s) peace processes6
Leader-in-context and historical leadership research6
Exploring alignment of assumptions in plural leadership: A case study of managers’ implicit leadership theories in the danish public sector6
Blackboxing leadership: Methodological practices leading to manager-centrism6
Leadership of systems change: Towards regenerative business6
Editorial transitions: Hail and farewell6
Just adaptation(s): Forging the responsible climate change leadership imperative5
The leadership dynamics of systems change5
No Man(ager) is an Island: For a process-oriented systems approach to leadership5
Alternative leadership and the pitfalls of hierarchy: When formalization enables power to be tamed5
Closing ranks: Leadership and the mundanization of the extraordinary in military history4
Globally responsible leadership: The courageous case of Angela Merkel4
The gaslighting of authentic leadership 2.04
Book review: Sounding the Depths of Leadership: Seven Character Development Voyages To Foster Authentic Leadership in the Ongoing Present4
Book review: Feminist perspectives on contemporary educational leadership4
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