OOIR: Observatory of International Research

Papers

(The median citation count of Leadership Quarterly is 8. 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 2021-05-01 to 2025-05-01.)

Article	Citations
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	180
How good can bad leaders be? The opportunity costs of leader selection	143
Measuring behaviors counterfactually	141
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	120
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	116
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	110
Leaders affect business creation: Evidence from mayoral elections	65
Common methodological mistakes	61
Leadership shaping social comparison to improve performance: A field experiment	60
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	57
Crisis leadership: A review and future research agenda	56
A window into your status: Environment-based social class’s effect on virtual leadership	52
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	52
Polynomial regression analysis and response surface methodology in leadership research	49
Using structural topic modeling to gain insight into challenges faced by leaders	48
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	47
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	42
Editorial Board	41
Editorial Board	40
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	39
The effects of the charisma signal and voice pitch in female leader selection	39
Editorial Board	38
When the going gets tough: Board gender diversity in the wake of a major crisis	38
Where power resides in committees	37
Testing the generalizability of the white leadership standard in the post-Obama era	37

Leader’s morality, prototypicality, and followers’ reactions	35
Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	35
Editorial Board	35
Reconciling identity leadership and leader identity: A dual-identity framework	35
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	33
The language of power and authority in leadership	33
Effects of women on corporate boards: An integrative review from a political capital perspective	32
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	31
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	31
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	30
Leadership in the digital era: A review of who, what, when, where, and why	30
What is strategic leadership? Developing a framework for future research	29
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	29
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	29
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	27
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	27
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	26
Leadership science beyond questionnaires	26
Gender stereotypes explain different mental prototypes of male and female leaders	25
Ecology, culture and leadership: Theoretical integration and review	25
State extraversion and emergent leadership: Do introverts emerge as leaders when they act like extraverts?	24
Causal inference with observational data: A tutorial on propensity score analysis	23
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	23
Leaders’ influence on collective action: An identity leadership perspective	23
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	23
A juggling act: CEO polychronicity and firm innovation	23
Editorial Board	21
A conceptual replication of ambidextrous leadership theory: An experimental approach	21
Editorial Board	21
Board diversity’s antecedents and consequences: A review and research agenda	21
Editorial Board	20
Editorial Board	20
A chronotype circadian model of charismatic leadership expressions and perceptions	20
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	19
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	19
Exogenous shocks: Definitions, types, and causal identification issues	19
In pursuit of causality in leadership training research: A review and pragmatic recommendations	18
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	18
Eight puzzles of leadership science	18
CEO childhood trauma, social networks, and strategic risk taking	17
The perks of narcissism: Behaving like a star speeds up career advancement to the CEO position	17
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	17
CEO proactiveness, innovation, and firm performance	16
Does power corrupt the mind? The influence of power on moral reasoning and self-interested behavior	16
Is the transition to formal leadership caused by trait extraversion? A counterfactual hazard analysis using two large panel datasets	16
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	16
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	16
Traversing the storm: An interdisciplinary review of crisis leadership	15
Zombie leadership: Dead ideas that still walk among us	15
CEO health	15

Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	15
Leader self-projection and collective role performance: A consideration of visionary leadership	15
Dirty looks: Politicians’ appearance and unethical behaviour	14
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	14
Editorial Board	13
Leadership selection: Can changing the default break the glass ceiling?	13
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
Tweet, like, subscribe! Understanding leadership through social media use	12
Editorial Board	12
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	12
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	12
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	12
Female CHRO appointments: A crack in the glass ceiling?	12
Editorial Board	12
Regulation and the trickle-down effect of women in leadership roles	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
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	10
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	10
Editorial Board	10
Human-robot collaboration: A multilevel and integrated leadership framework	10
Authentic leadership theory: The case for and against	9
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	9
Top management team constellations and their implications for strategic decision making	8
The value of leadership: Evidence from a large-scale field experiment	8
LQYR introduction	8
The XX factor: Female managers and innovation in a cross-country setting	8
Extending the boundaries of strategic leadership research	8