OOIR: Observatory of International Research

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 2021-10-01 to 2025-10-01.)

Article	Citations
How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue	71
Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy	56
Unraveling the paradox of abusive supervision: How it ignites knowledge hiding and knowledge sharing?	46
Arrogance from favor: the better supervisor-subordinate guanxi, the more counterproductive work behaviors	31
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	31
Effects of gender diversity in strategic orientation and strategy execution	30
Leveraging social identification ties with employees for firm growth: the relevance of entrepreneurs’ social skills	29
Exploring relationships among servant leadership, role clarity and creative self-efficacy	28
How transformational leadership shapes employee task performance? A sequential mediation model	28
The role of HEXACO in the development of authentic leadership and its consequences on task performance	28
Effects of managerial coaching on employees' creative performance: cross-level moderating role of a climate for innovation	28
How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator	27
Knowledge-oriented leadership and learning in academic research teams	27
Is supervisor-subordinate Guanxi always good for subordinate commitment toward organizations? An inverted U-shaped perspective	27
You're humble, so I'm not ashamed to ask? The intervening role of supervisor trust and feedback orientation	26
Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program	26
Comparing models of follower outcomes: destructive and constructive leader behavior	25
Internals vs. externals: Who is impacted by ethical leadership?	24
The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication	22
Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance	22
Research streams, gaps and opportunities in servant leadership research	22
How does ethical leadership influence work engagement in project-based organizations? A sensemaking perspective	22
Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory	22
Incivility organizational norms, incivility to coworkers and emotional exhaustion via supervisors' incivility: an intervention through changing organizational policies	21
How and when CEO narcissism affects enterprise digital transformation? Evidence from China’s listed companies	20

Examining the socio-psychological dynamics of interpersonal and organizational deviances: the moderating influence of interpersonal justice and perceived organizational support	20
Turning overqualification into a strength: insights into the positive side of leader overqualification	20
Down but not out: the moderating role of self-leadership on abusive supervision, work engagement and withdrawal behaviors	19
“I am one of the leaders. I must speak up!” The effect of shared leadership on voice behavior	19
The impact of inclusive leadership on innovative work behavior: a mediated moderation model	19
Enhancing prosocial behavior in the aviation industry through responsible leadership and importance of ethics and social responsibility: examining a moderated mediation model	17
Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction	16
Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism	16
Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion	16
The mediating role of innovative climate on the relationship between transformational leadership and firm performance in developing countries: the case of Ghana	16
Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19	15
The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship	15
Micromanagement and its impact on millennial followership styles	15
Organizational culture perceptions and change frequency: the moderating effect of members' hierarchical level in the organization	15
Exploring the influence of green inclusive leadership on green creativity: examining the underlying mechanisms	15
The impact of manager recognition training on performance: a quasi-experimental field study	15
Three change strategies in organization development: data-based, high engagement and generative	15
Contagious resilience – how leaders’ resilient behaviour promotes followers’ resilient behaviour	15
Leader humility and inter-firm collaboration: the moderating role of firm status and environmental uncertainty	15
Do what is possible with enthusiasm: the impact of ambidextrous leadership on employees’ innovation behaviour	15
An empirical study on the leadership traits that enable successful six sigma implementation	15
Organizational citizenship behavior to the environment at medical device firms: the intersection of leadership characteristics, organizational factors and employee behaviors	14
Perceived supervisor remorse and employee knowledge sharing behavior: a moderated mediated model of employee perceived insider status and leader-follower value congruence	14
Should we stop using the label of “paternalistic leadership”? Evidence from three Chinese samples	14
Antifragility and organizations: an organizational design perspective	14
Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity	13
Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach	13
The mechanism of the influence of coaching leadership behavior on subordinate’s sense of gain at work	13
Followership: a review of current and emerging research	13
Exploring behavioral change support: the role of perceived uncertainty and self- and other-interest in change	13
Unlocking organisational citizenship and innovation: a servant leadership approach for psychological empowerment	13
How can leaders spark employee creativity? An interpersonal emotion management perspective	13
Understanding emergent leader–follower patterns and the role of gender in teams: a micro-temporal account	12
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-leadership	12
Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit	12
Drivers and consequences of strategic leader indecision: an exploratory study in a complex case	12
Family firm performance through transformational CEO leadership and familiness-related team forces	12
Can authentic leadership benefit employees in all situations? The interaction effect of authentic leadership and team conflict on employee creativity	12
Emotional intelligence congruence: the influence of leader and follower emotional abilities on job satisfaction	12
Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress	11
CEO reflections on leadership lessons from the global pandemic: back to basics during crisis	11
Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance	11
Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?	11
Toxic leadership, overwork and stress: review and integration of the last 15 years	10
How sense of power influence exploitative leadership? A moderated mediation framework	10
Paternalistic leadership, efficacy beliefs and followers' performance: testing a multilevel model	10
Factors associated with general self-efficacy of women leaders in India	10
Building a nomological network for creative learning transfer focusing on leadership development	10