OOIR: Observatory of International Research

Papers

(The H4-Index of Leadership & Organization Development Journal is 23. 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 2020-05-01 to 2024-05-01.)

Article	Citations
Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge	103
Transformational leadership, knowledge sharing, organizational climate and learning: an empirical study	62
Servant leadership and employee innovative behaviour: exploring psychological pathways	54
Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?	54
Frugal-based innovation model for sustainable development: technological and market turbulence	50
Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement	39
The effect of authentic leadership and psychological capital on work engagement: the mediating role of job satisfaction	38
The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective	38
Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support	37
Entrepreneurial leadership: the key to develop creativity in organizations	36
Grey shade of work environment triad – effect of supervisor ostracism and perceived organizational obstruction on employees' behaviour: a moderated-mediation model	36
Transformational leadership, career adaptability, job embeddedness and perceived career success: a serial mediation model	33
Transformational leadership and employee outcomes: the mediating role of psychological empowerment	33
The impact of servant leadership and perceived organisational and supervisor support on job burnout and work–life balance in the era of teleworking and COVID-19	31
When and how authoritarian leadership influences employee innovation behavior in the context of Chinese culture	30
Crisis leadership from the perspective of employees during the COVID-19 pandemic	28
How despotic leadership jeopardizes employees' performance: the roles of quality of work life and work withdrawal	28
Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior	28
How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust	28
Knowledge hiding as the dark side of competitive psychological climate	25
Authentic leadership: unleashing employee creativity through empowerment and commitment to the supervisor	25
“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes	24
Inclusive leadership, ambidextrous innovation and organizational performance: the moderating role of environment uncertainty	23
Sense of calling, job crafting, spiritual leadership and work meaningfulness: a moderated mediation model	23
How exploitative leadership influences employee innovative behavior: the mediating role of relational attachment and moderating role of high-performance work systems	23