Leadership & Organization Development Journal

Papers
(The TQCC of Leadership & Organization Development Journal is 10. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors48
My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement47
Exploring relationships among servant leadership, role clarity and creative self-efficacy45
It’s all due to being awake at night: the impact of the leader’s nighttime sleep deprivation on the leader’s daytime abusive supervision45
Effects of gender diversity in strategic orientation and strategy execution43
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?31
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue29
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy28
How transformational leadership shapes employee task performance? A sequential mediation model27
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation27
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation26
The role of HEXACO in the development of authentic leadership and its consequences on task performance26
Comparing models of follower outcomes: destructive and constructive leader behavior26
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator25
Knowledge-oriented leadership and learning in academic research teams25
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective25
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication25
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program24
Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems24
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective24
Research streams, gaps and opportunities in servant leadership research22
Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support22
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance22
When to challenge employees' comfort zones? The interplay between culture fit, innovation culture and supervisors' intellectual stimulation22
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory22
Inclusive leadership: scale validation and potential consequences21
The impact of inclusive leadership on innovative work behavior: a mediated moderation model21
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies21
The impact of manager recognition training on performance: a quasi-experimental field study19
Is turnover contagious? The impact of transformational leadership and collective turnover on employee turnover decisions19
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism19
Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-1918
The mediating role of innovative climate on the relationship between transformational leadership and firm performance in developing countries: the case of Ghana18
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model18
Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion18
Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction18
Exploring the influence of green inclusive leadership on green creativity: examining the underlying mechanisms18
Maneuvering without offending on the road to democracy: the role of leaders' power in bringing greater freedom to all17
An empirical study on the leadership traits that enable successful six sigma implementation16
The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis16
Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty16
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour15
Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators15
Micromanagement and its impact on millennial followership styles15
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour15
The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship14
Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization14
Antifragility and organizations: an organizational design perspective14
Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples14
Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach14
Three change strategies in organization development: data-based, high engagement and generative14
Unlocking organisational citizenship and innovation: a servant leadership approach for psychological empowerment14
Organizational citizenship behavior to the environment at medical device firms: the intersection of leadership characteristics, organizational factors and employee behaviors14
Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity13
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account13
Followership: a review of current and emerging research13
Does benevolent leadership consistently lead to employees' voluntary behaviors?12
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership12
How can leaders spark employee creativity? An interpersonal emotion management perspective12
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity12
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case11
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction11
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit11
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model11
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis11
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress11
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change11
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance11
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?11
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work11
Family firm performance through transformational CEO leadership and familiness-related team forces11
Building a nomological network for creative learning transfer focusing on leadership development10
Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan10
Strategic leadership in SMEs: the mediating role of dynamic capabilities10
The effect of servant leadership on organisational sustainability: the parallel mediation role of creativity and psychological resilience10
How sense of power influence exploitative leadership? A moderated mediation framework10
How servant leadership affects organizational citizenship behavior: the mediating roles of perceived procedural justice and trust10
Growth-oriented management and employee outcomes: employee resilience as a mechanism for growth10
Factors associated with general self-efficacy of women leaders in India10
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