OOIR: Observatory of International Research

Papers

(The median citation count of Leadership Quarterly is 11. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	209
Measuring behaviors counterfactually	159
Strategies for improving decision making of leaders with ADHD and without ADHD in combat military context	103
Leaders affect business creation: Evidence from mayoral elections	101
Common methodological mistakes	100
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	92
Building actionable theories: The role of causal constructs	88
How good can bad leaders be? The opportunity costs of leader selection	87
Leadership shaping social comparison to improve performance: A field experiment	72
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	71
A window into your status: Environment-based social class’s effect on virtual leadership	69
Difference-in-Differences with matching methods in leadership studies: A review and practical guide	67
The effects of the charisma signal and voice pitch in female leader selection	58
Editorial Board	57
Strategic leadership in a non-WEIRD context: An integrative review of strategic leaders in China	54
Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface	53
The triangulation of ethical leader signals using qualitative, experimental, and data science methods	53
What explains, what works, and what we can claim: Seven cases of rigorous review research	53
A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility	50
Editorial Board	49
Using structural topic modeling to gain insight into challenges faced by leaders	49
When the going gets tough: Board gender diversity in the wake of a major crisis	48
Testing the generalizability of the white leadership standard in the post-Obama era	48
Reconciling identity leadership and leader identity: A dual-identity framework	48
Credible leadership signals	48

Leader’s morality, prototypicality, and followers’ reactions	42
Editorial Board	40
Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness	40
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	39
Effects of women on corporate boards: An integrative review from a political capital perspective	38
Gender differences in dishonesty when leaders make decisions on behalf of their team	38
Leadership in the digital era: A review of who, what, when, where, and why	38
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	37
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	34
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
Defining, assessing, and reporting saturation in qualitative research: Review and recommendations	31
Bringing the cognitive revolution forward: What can team cognition contribute to our understanding of leadership?	30
Are women less convincing or perceivers biased? Understanding differential reactions towards men and women’s intentions to exert influence	29
Gender stereotypes explain different mental prototypes of male and female leaders	29
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	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
The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence	26
Causal inference with observational data: A tutorial on propensity score analysis	26
Chief executive officers' appearance predicts company performance, or does it? A replication study and extension focusing on CEO successions	26
A juggling act: CEO polychronicity and firm innovation	26
Leadership science beyond questionnaires	25
Ecology, culture and leadership: Theoretical integration and review	25
Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?	24
Leader state emotions in organizations	23
Board diversity’s antecedents and consequences: A review and research agenda	23
Leaders’ influence on collective action: An identity leadership perspective	23
Editorial Board	22
Editorial Board	22
A conceptual replication of ambidextrous leadership theory: An experimental approach	22
Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research	22
Editorial Board	21
CEO childhood trauma, social networks, and strategic risk taking	20
Is there a prototype leader look? Evidence from the photos of Chinese local leaders	20
Exogenous shocks: Definitions, types, and causal identification issues	19
Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026	18
Eight puzzles of leadership science	18
The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich	18
Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy	17
Editorial Board	17
Commanding corporate narratives: How military-experienced leaders shape corporate communication	17
Leadership in layers: An integrative review on skip-level leadership and an agenda for future research	16
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	16
Zombie leadership: Dead ideas that still walk among us	16
CEO proactiveness, innovation, and firm performance	16
Editorial Board	15
CEO health	15
Is white always the standard? Using replication to revisit and extend what we know about the leadership prototype	14
Editorial Board	14
Leader self-projection and collective role performance: A consideration of visionary leadership	14

Traversing the storm: An interdisciplinary review of crisis leadership	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	13
Editorial Board	13
Female CHRO appointments: A crack in the glass ceiling?	13
New ways of seeing: Four ways you have not thought about Registered Reports yet	13
When subordinates do not follow: A typology of subordinate resistance as perceived by leaders	13
Editorial Board	13
Regulation and the trickle-down effect of women in leadership roles	13
Beyond efficiency: How artificial intelligence (AI) will reshape scientific inquiry and the publication process	12
Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science	12
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization	12
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	12
The XX factor: Female managers and innovation in a cross-country setting	11
Editorial Board	11
The face of leadership: inferences, impressions, and behavioral consequences	11
Too young to lead? Role incongruity explains age bias against young leaders	11
Call for proposals: The 2027 Leadership Quarterly Yearly Review (LQYR) issue	11
LQYR introduction	11
The face of wrongdoing? An expectancy violations perspective on CEO facial characteristics and media coverage of misconducting firms	11
Top management team constellations and their implications for strategic decision making	11
The value of leadership: Evidence from a large-scale field experiment	11