OOIR: Observatory of International Research

Papers

(The TQCC of Leadership Quarterly is 24. 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
Racial minorities in strategic leadership: An integrative literature review and future research roadmap	90
Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science	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
Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research	61
The effects of the charisma signal and voice pitch in female leader selection	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
Reconciling identity leadership and leader identity: A dual-identity framework	41
Testing the generalizability of the white leadership standard in the post-Obama era	41
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
Editorial Board	39
Gender differences in dishonesty when leaders make decisions on behalf of their team	38
Effects of women on corporate boards: An integrative review from a political capital perspective	37
CEO political liberalism, stakeholders, and firms’ support for LGBT employees	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	36
Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity	36
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions	36
What is strategic leadership? Developing a framework for future research	35
Leadership in the digital era: A review of who, what, when, where, and why	34
No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics	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
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	24
A conceptual replication of ambidextrous leadership theory: An experimental approach	24