OOIR: Observatory of International Research

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 2022-06-01 to 2026-06-01.)

Article	Citations
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision	93
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	45
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	42
Exploring relationships among servant leadership, role clarity and creative self-efficacy	41
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?	38
Decoding the influence of humble leadership: a moderated mediation model of follower-attributed motives for humble leadership and prosocial behavior	36
Leveraging social identification ties with employees for firm growth: the relevance of entrepreneurs’ social skills	35
The state of leadership assessment in organizations: introducing a values-centric approach	35
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	34
How transformational leadership shapes employee task performance? A sequential mediation model	33
Effects of gender diversity in strategic orientation and strategy execution	32
How emotionally intelligent individuals become leaders: the crucial roles of vertical and horizontal exchange in collectivist culture	32
The role of HEXACO in the development of authentic leadership and its consequences on task performance	31
Comparing models of follower outcomes: destructive and constructive leader behavior	27
Algorithms on fire: leadership, power and climate collapse in the age of AI	26
Can leader AI crafting encourage employee–AI collaboration? Dual perspective of cognition-affection	25
Internals vs. externals: Who is impacted by ethical leadership?	24
How and when supervisors reward subordinates' voice: the role of supervisors' trust	24
Knowledge-oriented leadership and learning in academic research teams	24
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	23
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	23
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory	22
Turning overqualification into a strength: insights into the positive side of leader overqualification	22
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	22
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	22