OOIR: Observatory of International Research

Papers

(The H4-Index of Leadership Quarterly is 25. 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 2020-05-01 to 2024-05-01.)

Article	Citations
Abusive supervision: A systematic review and fundamental rethink	118
A critique of the Leader-Member Exchange construct: Back to square one	89
Careless responding in questionnaire measures: Detection, impact, and remedies	83
Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables	83
Crisis leadership: A review and future research agenda	79
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda	78
What is strategic leadership? Developing a framework for future research	78
Country differences in the relationship between leadership and employee engagement: A meta-analysis	70
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	69
Four decades of CEO–TMT interface research: A review inspired by role theory	67
Authentic leadership theory: The case for and against	64
Upbeat leadership: A recipe for – or against – “successful” leadership studies	58
Effects of charismatic leadership and rewards on individual performance	50
Advancing the science of 21st-century leadership development: Theory, research, and practice	39
Testing the babble hypothesis: Speaking time predicts leader emergence in small groups	36
Developing the theory and practice of leadership development: A relational view	35
Just what do we think we are doing? Learning outcomes of leader and leadership development	34
How follower traits and cultural values influence the effects of leadership	32
CEO proactiveness, innovation, and firm performance	30
Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions	28
Leadership in the digital era: A review of who, what, when, where, and why	28
Achieving leadership and success: A 28-year follow-up of college women leaders	27
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	27
The diversity gap in leadership: What are we missing in current theorizing?	27
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	25