Leadership & Organization Development Journal

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 2021-08-01 to 2025-08-01.)
ArticleCitations
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?57
How transformational leadership shapes employee task performance? A sequential mediation model48
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy44
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation32
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors29
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision28
Exploring relationships among servant leadership, role clarity and creative self-efficacy28
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue27
Effects of gender diversity in strategic orientation and strategy execution27
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective27
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective27
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication27
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator27
The role of HEXACO in the development of authentic leadership and its consequences on task performance26
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation26
Comparing models of follower outcomes: destructive and constructive leader behavior26
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program26
How and when CEO narcissism affects enterprise digital transformation? Evidence from China’s listed companies25
Knowledge-oriented leadership and learning in academic research teams25
The impact of inclusive leadership on innovative work behavior: a mediated moderation model24
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory23
Inclusive leadership: scale validation and potential consequences23
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance23
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