OOIR: Observatory of International Research

Papers

(The median citation count of Leadership Quarterly 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 2021-07-01 to 2025-07-01.)

Article	Citations
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	192
How good can bad leaders be? The opportunity costs of leader selection	154
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	153
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	131
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	127
Common methodological mistakes	121
Measuring behaviors counterfactually	74
Leaders affect business creation: Evidence from mayoral elections	67
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	66
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	63
Leadership shaping social comparison to improve performance: A field experiment	61
A window into your status: Environment-based social class’s effect on virtual leadership	60
Crisis leadership: A review and future research agenda	54
The effects of the charisma signal and voice pitch in female leader selection	53
Editorial Board	52
Editorial Board	48
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	46
Polynomial regression analysis and response surface methodology in leadership research	46
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	44
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	44
Using structural topic modeling to gain insight into challenges faced by leaders	43
Editorial Board	42
Where power resides in committees	41
Testing the generalizability of the white leadership standard in the post-Obama era	40
Reconciling identity leadership and leader identity: A dual-identity framework	39

When the going gets tough: Board gender diversity in the wake of a major crisis	39
Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	39
Leader’s morality, prototypicality, and followers’ reactions	38
The language of power and authority in leadership	37
Editorial Board	37
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	36
Effects of women on corporate boards: An integrative review from a political capital perspective	35
Examining the role of Donald Trump and his supporters in the 2021 assault on the U.S. Capitol: A dual-agency model of identity leadership and engaged followership	32
Leadership in the digital era: A review of who, what, when, where, and why	32
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	32
What is strategic leadership? Developing a framework for future research	31
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	30
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	30
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	29
Does it matter how I behave before I step into the leader role? Intrapersonal behavioral shift in temporary leadership role transition and its effect on perceived leadership effectiveness	28
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	28
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	27
Gender stereotypes explain different mental prototypes of male and female leaders	27
Ecology, culture and leadership: Theoretical integration and review	27
Leadership science beyond questionnaires	27
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	27
A juggling act: CEO polychronicity and firm innovation	26
Leaders’ influence on collective action: An identity leadership perspective	26
Causal inference with observational data: A tutorial on propensity score analysis	26
Board diversity’s antecedents and consequences: A review and research agenda	24
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	23
A conceptual replication of ambidextrous leadership theory: An experimental approach	23
Editorial Board	22
Editorial Board	22
Editorial Board	21
Exogenous shocks: Definitions, types, and causal identification issues	20
Editorial Board	20
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	20
In pursuit of causality in leadership training research: A review and pragmatic recommendations	20
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	19
A chronotype circadian model of charismatic leadership expressions and perceptions	19
Eight puzzles of leadership science	19
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	19
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	18
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	18
CEO childhood trauma, social networks, and strategic risk taking	18
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	18
Does power corrupt the mind? The influence of power on moral reasoning and self-interested behavior	17
CEO proactiveness, innovation, and firm performance	17
Is the transition to formal leadership caused by trait extraversion? A counterfactual hazard analysis using two large panel datasets	17
Zombie leadership: Dead ideas that still walk among us	16
Editorial Board	16
Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	16
Leader self-projection and collective role performance: A consideration of visionary leadership	16
Traversing the storm: An interdisciplinary review of crisis leadership	15

CEO health	15
Dirty looks: Politicians’ appearance and unethical behaviour	14
Leadership selection: Can changing the default break the glass ceiling?	14
Editorial Board	14
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
Tweet, like, subscribe! Understanding leadership through social media use	13
Is a disease leader attractive? Six tests of whether the COVID-19 pandemic affected follower preferences for attractiveness, health and other traits in political and non-political leaders	13
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	13
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	12
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	12
Editorial Board	12
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	12
Editorial Board	12
Female CHRO appointments: A crack in the glass ceiling?	12
Regulation and the trickle-down effect of women in leadership roles	11
Human-robot collaboration: A multilevel and integrated leadership framework	11
Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status and promotion outcomes in a g	11
Too young to lead? Role incongruity explains age bias against young leaders	10
Editorial Board	10
Top management team constellations and their implications for strategic decision making	10
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	10
The XX factor: Female managers and innovation in a cross-country setting	10
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	10
Extending the boundaries of strategic leadership research	9
LQYR introduction	9
Authentic leadership theory: The case for and against	9