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 2022-01-01 to 2026-01-01.)

Article	Citations
How good can bad leaders be? The opportunity costs of leader selection	180
Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024	146
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	90
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	90
Common methodological mistakes	84
Leaders affect business creation: Evidence from mayoral elections	79
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	78
Measuring behaviors counterfactually	76
A window into your status: Environment-based social class’s effect on virtual leadership	71
Leadership shaping social comparison to improve performance: A field experiment	65
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	62
The effects of the charisma signal and voice pitch in female leader selection	61
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	61
Editorial Board	60
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	59
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	49
Strategic leadership in a non-WEIRD context: An integrative review of strategic leaders in China	49
Polynomial regression analysis and response surface methodology in leadership research	48
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	46
Using structural topic modeling to gain insight into challenges faced by leaders	45
Editorial Board	44
When the going gets tough: Board gender diversity in the wake of a major crisis	43
Testing the generalizability of the white leadership standard in the post-Obama era	41
Reconciling identity leadership and leader identity: A dual-identity framework	41
Editorial Board	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	39
Gender differences in dishonesty when leaders make decisions on behalf of their team	38
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	37
Effects of women on corporate boards: An integrative review from a political capital perspective	37
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	36
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	36
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	36
What is strategic leadership? Developing a framework for future research	35
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	34
Leadership in the digital era: A review of who, what, when, where, and why	34
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	33
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	31
Ecology, culture and leadership: Theoretical integration and review	30
A juggling act: CEO polychronicity and firm innovation	28
Causal inference with observational data: A tutorial on propensity score analysis	28
Gender stereotypes explain different mental prototypes of male and female leaders	27
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	25
Editorial Board	24
A conceptual replication of ambidextrous leadership theory: An experimental approach	24
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	24
Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research	24
Leader state emotions in organizations	24
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	24
Board diversity’s antecedents and consequences: A review and research agenda	24
Leadership science beyond questionnaires	24
Leaders’ influence on collective action: An identity leadership perspective	24
Editorial Board	23
Editorial Board	23
Editorial Board	22
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	22
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	22
Eight puzzles of leadership science	21
Exogenous shocks: Definitions, types, and causal identification issues	19
CEO childhood trauma, social networks, and strategic risk taking	19
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	18
Editorial Board	18
Is the transition to formal leadership caused by trait extraversion? A counterfactual hazard analysis using two large panel datasets	17
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	17
CEO proactiveness, innovation, and firm performance	17
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	17
Zombie leadership: Dead ideas that still walk among us	16
Leader self-projection and collective role performance: A consideration of visionary leadership	16
Leadership in layers: An integrative review on skip-level leadership and an agenda for future research	16
Editorial Board	16
CEO health	15
Traversing the storm: An interdisciplinary review of crisis leadership	14
Editorial Board	14
When conflict fuels negativity. A large-scale comparative investigation of the contextual drivers of negative campaigning in elections worldwide	14
Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	14

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	14
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
Dirty looks: Politicians’ appearance and unethical behaviour	13
Female CHRO appointments: A crack in the glass ceiling?	13
Tweet, like, subscribe! Understanding leadership through social media use	13
Leadership selection: Can changing the default break the glass ceiling?	13
Editorial Board	12
Editorial Board	11
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	11
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	11
Beyond efficiency: How artificial intelligence (AI) will reshape scientific inquiry and the publication process	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
Top management team constellations and their implications for strategic decision making	10
Human-robot collaboration: A multilevel and integrated leadership framework	10
Too young to lead? Role incongruity explains age bias against young leaders	10
Regulation and the trickle-down effect of women in leadership roles	10
Editorial Board	10
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	10
Call for proposals: The 2027 Leadership Quarterly Yearly Review (LQYR) issue	10
The XX factor: Female managers and innovation in a cross-country setting	9
LQYR introduction	9
The value of leadership: Evidence from a large-scale field experiment	9
Extending the boundaries of strategic leadership research	9
Four decades of CEO–TMT interface research: A review inspired by role theory	9
The face of leadership: inferences, impressions, and behavioral consequences	9