OOIR: Observatory of International Research

Papers

(The TQCC of Leadership Quarterly is 18. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Abusive supervision: A systematic review and fundamental rethink	112
A critique of the Leader-Member Exchange construct: Back to square one	89
Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables	83
Careless responding in questionnaire measures: Detection, impact, and remedies	78
Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda	77
Crisis leadership: A review and future research agenda	74
What is strategic leadership? Developing a framework for future research	74
Country differences in the relationship between leadership and employee engagement: A meta-analysis	69
Authentic leadership theory: The case for and against	64
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed	63
Four decades of CEO–TMT interface research: A review inspired by role theory	63
Upbeat leadership: A recipe for – or against – “successful” leadership studies	58
Effects of charismatic leadership and rewards on individual performance	47
Advancing the science of 21st-century leadership development: Theory, research, and practice	39
Testing the babble hypothesis: Speaking time predicts leader emergence in small groups	34
Developing the theory and practice of leadership development: A relational view	33
Just what do we think we are doing? Learning outcomes of leader and leadership development	32
How follower traits and cultural values influence the effects of leadership	31
Investigating evolutionary models of leadership among recently settled Ethiopian hunter-gatherers	29
Inequality rules: Resource distribution and the evolution of dominance- and prestige-based leadership	27
CEO proactiveness, innovation, and firm performance	26
Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions	26
The evolution of leadership: Leadership and followership as a solution to the problem of creating and executing successful coordination and cooperation enterprises	26
Achieving leadership and success: A 28-year follow-up of college women leaders	25
Leadership in the digital era: A review of who, what, when, where, and why	25

The diversity gap in leadership: What are we missing in current theorizing?	25
From genes to minds to cultures: Evolutionary approaches to leadership	25
Seeing is not believing: Leader humility, hypocrisy, and their impact on followers' behaviors	24
Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance	24
Polynomial regression analysis and response surface methodology in leadership research	23
The perks of narcissism: Behaving like a star speeds up career advancement to the CEO position	23
Instrumental variables estimation: Assumptions, pitfalls, and guidelines	23
Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement	23
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility	23
How to prevent leadership hubris? Comparing competitive selections, lotteries, and their combination	22
Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond	22
Obstacles and opportunities for female leadership in mammalian societies: A comparative perspective	21
How (not) to motivate online workers: Two controlled field experiments on leadership in the gig economy	21
The XX factor: Female managers and innovation in a cross-country setting	21
A conceptual replication of ambidextrous leadership theory: An experimental approach	20
Effect of charismatic signaling in social media settings: Evidence from TED and Twitter	20
Reconciling identity leadership and leader identity: A dual-identity framework	20
Let’s agree about nice leaders: A literature review and meta-analysis of agreeableness and its relationship with leadership outcomes	20
Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”	20
The military imprint: The effect of executives’ military experience on firm pollution and environmental innovation	19
In pursuit of causality in leadership training research: A review and pragmatic recommendations	19
The impact of leader communication on free-riding: An incentivized experiment with empowering and directive styles	19
A juggling act: CEO polychronicity and firm innovation	19
Virtual charismatic leadership and signaling theory: A prospective meta-analysis in five countries	19
Beyond the ritualized use of questionnaires: Toward a science of actual behaviors and psychological states	19
Leader development for adolescent girls: State of the field and a framework for moving forward	18
The pandemic that shocked managers across the world: The impact of the COVID-19 crisis on leadership behavior	18
Does power corrupt the mind? The influence of power on moral reasoning and self-interested behavior	18
Building cross-disciplinary bridges in leadership: Integrating top executive personality and leadership theory and research	18
Virtues-centered moral identity: An identity-based explanation of the functioning of virtuous leadership	18
Opening the black box: Uncovering the leader trait paradigm through machine learning	18