Leadership & Organization Development Journal

Papers
(The H4-Index of Leadership & Organization Development Journal is 22. 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 2021-10-01 to 2025-10-01.)
ArticleCitations
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue71
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy56
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?46
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision31
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors31
Effects of gender diversity in strategic orientation and strategy execution30
Leveraging social identification ties with employees for firm growth: the relevance of entrepreneurs’ social skills29
The role of HEXACO in the development of authentic leadership and its consequences on task performance28
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation28
Exploring relationships among servant leadership, role clarity and creative self-efficacy28
How transformational leadership shapes employee task performance? A sequential mediation model28
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective27
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator27
Knowledge-oriented leadership and learning in academic research teams27
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation26
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program26
Comparing models of follower outcomes: destructive and constructive leader behavior25
Internals vs. externals: Who is impacted by ethical leadership?24
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective22
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory22
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication22
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance22
Research streams, gaps and opportunities in servant leadership research22
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