Journal of Leadership & Organizational Studies

Papers
(The median citation count of Journal of Leadership & Organizational Studies is 4. 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.)
ArticleCitations
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower162
Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining110
Female Directors and Technological Innovation: Evidence from China75
Wicked Problems: A Novel Approach Using Artificial Intelligence and Scenarios63
The Problem of Research Method Informing Research Questions in Leadership Research51
Paradoxical Leadership, Experienced Tensions, and Counterproductive Behavior: Moderation by Consistency and Gender40
The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion35
Antecedents and Effects of Visionary Leadership: When and How Leader Work Centrality is Linked to Visionary Leadership and Follower Turnover Intentions26
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools25
From Humble Leadership to Follower Performance: A Meta-analysis of Relational and Cognitive Mechanisms23
Leader Health, Identity, and Leadership Behavior: Investigating Between-Person and Reciprocal Within-Person Relations Over Time19
Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking17
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)16
Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style16
Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct15
(In)Congruence in Claims and Grants and Multi-Domain Leader Identity: A Response Surface Modeling Test of Multi-Domain Leader Identity Construction Theory12
Toward An Affect Based View of Principal–Agent Dynamics12
The Influence of Servant Leadership on Internal Career Success: An Examination of Psychological Climates and Career Progression Expectations11
Leader Identification and Disidentification: Constructs, Measurements, and Nomological Network11
How Can Women Take Advantage of the High-Tech Era to be Perceived as Effective Leaders? Being Tech-Savvy Helps10
Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions10
Artificial Intelligence (AI) and Workplace Communication: Promises, Perils, and Recommended Policy10
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health9
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes: Evidence for a Curvilinear Relationship9
The Leaders’ Leader: A No Doubt Legacy Interview with Robert C. Liden9
Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout7
Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People7
Expectations of Leaders’ Mental Health7
Uncertainty-media fit and Psychological Capital for Trust Building in Virtual Leader-Follower Interactions7
Does Contingent Reward Leadership Enhance or Diminish Team Creativity? It Depends on Leader (Un-) Predictability7
Reconceptualizing Multilevel Leader-Follower Shared Outcomes7
The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval7
When Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior7
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity6
Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes6
Exploitative Leadership and Employees’ Unethical Behavior from the Perspective of ego Depletion Theory: The Moderating Effect of Microbreaks6
A Deep Dive into Perseverance: The Role of Self-Leadership in Progressing Through Long-Term Stressful Experiences in U.S. Navy SEAL Training6
Digital Leadership: Towards a Dynamic Managerial Capability Perspective of Artificial Intelligence-Driven Leader Capabilities6
Welcoming Fireside Chats to the Field of Leadership5
Impact of Abusive Supervision on Employee Engagement and job Burnout via Organisational Identification: The Moderating Role of Mindfulness5
Even Nectar is Poisonous in Excess: The Impact of Leader Humility on Pride, Entitlement, and Organizational Citizenship Behavior5
Does Shared Leadership Always Have Positive Effects on Employee Creativity? A Role Conflict Perspective5
Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness5
Advancing the Construct of Self-Leadership: A Bibliometric Review5
Benevolent Leadership as an Antecedent and Moderator of Ostracism: A Moderated Mediation Model with Employee Performance5
Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy5
Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development5
How Women Leaders’ Identities Coexist Through Public and Private Identity Endorsements4
From Both Sides of the Iron Door – Sensemaking of Military Leaders During Hostage Rescue Operations: An Example from October 7 th 20234
Catalysts for Factionalism? When and Why Shared Leadership Impairs Team Performance4
When Will Employees Voice Up? Leader-Member Exchange Similarity and Leader Group Prototypicality4
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