OOIR: Observatory of International Research

Papers

(The TQCC of Leadership & Organization Development Journal is 9. 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 2021-04-01 to 2025-04-01.)

Article	Citations
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	45
Hold the chair: the link between short-term exposure and the managerial change in an emerging market during the pandemic	44
The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership	42
Leaders’ well-being – antecedent or consequence of authentic leadership?	40
How transformational leadership impact on employee service innovation: the moderating effect of employee creative role identity	40
Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement	37
The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance	36
Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris	30
Finding fit in friction: the value of contrast in mentoring for leadership development	30
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	28
Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach	28
Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis	28
Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics	26
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	26
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	26
Cultivating a paradoxical mindset: enhancing transformative learning through paradoxical leadership	25
Does benevolent leadership consistently lead to employees' voluntary behaviors?	24
My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison	22
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	22
Identifying key leadership competencies for digital transformation: evidence from a cross-sectoral Delphi study of global managers	22
The key to unlocking implicit status: the effects of interpersonal perceptions and leadership emergence on advice-giving network centrality	21
Unveiling the path to employee performance excellence: visionary leadership behavior, vision commitment and organization resource support	21
How does leader career calling stimulate employee career growth? The role of career crafting and supervisor–subordinate guanxi	21
How transformational leadership shapes employee task performance? A sequential mediation model	21
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	21

The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work	20
How positive leadership leads to employees’ interpersonal citizenship behavior: a self-consistency perspective	19
Striving for the bottom line: the impact of supervisor bottom-line mentality on employees' work effort and helping behavior	19
Family firm performance through transformational CEO leadership and familiness-related team forces	19
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	19
Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead	18
How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach	18
How can leaders spark employee creativity? An interpersonal emotion management perspective	18
Effects of gender diversity in strategic orientation and strategy execution	18
Exploring relationships among servant leadership, role clarity and creative self-efficacy	18
The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender	17
My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement	17
Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation	16
Leadership as an art: an enduring concept framed within contemporary leadership	16
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation	16
Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality	16
Stimulating exploitative and exploratory innovation through transformational leadership and knowledge management capability: the moderating role of competitive intensity	15
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	14
Does servant leadership predict innovative behaviour above and beyond transformational leadership? Examining the role of affective commitment and creative self-efficacy	14
Managerial coaching: a paradox-based view	14
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	13
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	13
Prevention-focused leadership and well-being during the pandemic: mediation by role clarity and workload	13
The formation mechanism of destructive leadership behavior: from the perspective of moral deconstruction process	12
Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model	12
Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety	12
Examining the effect of knowledge hiding towards individual task performance: the moderating role of transformational leadership	12
Green inclusive leadership at the helm: pro-environmental behavior and environmental strategy in steering environmental performance	12
How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation	12
Mechanisms of cross-level impact of leadership rapport orientation on employees' innovative behaviour	12
Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?	12
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	12
How self-verification striving affects creative performance: the moderating effect of authentic leadership and the mediating effect of taking charge	12
Intuiting or rationalising self-other agreement in leadership?	11
Linking ethical leadership to employees' emotional exhaustion: a chain mediation model	11
Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment	11
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	11
Interrelations between enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behaviour–a leadership coaching study	11
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?	11
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program	11
Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills	10
Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender	10
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	10
Knowledge-oriented leadership and learning in academic research teams	10
Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership	10
Why is leader humility related to OCBs? A psychological entitlement explanation of the curvilinear moderated relations	10
Comparing models of follower outcomes: destructive and constructive leader behavior	10
The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances	9
Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity	9
Collective compass to unit performance: linking transformational leadership climate, trust and engagement	9

Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	9
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	9
The role of HEXACO in the development of authentic leadership and its consequences on task performance	9
More humility for leaders, less procrastination for employees: the roles of career calling and promotion focus	9
The impact of authentic leadership on individual and team creativity: a multilevel perspective	9
How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation	9
You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement	9