Journal of Leadership & Organizational Studies

Papers
(The median citation count of Journal of Leadership & Organizational Studies is 3. 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 2021-11-01 to 2025-11-01.)
ArticleCitations
Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining152
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower96
Female Directors and Technological Innovation: Evidence from China68
Wicked Problems: A Novel Approach Using Artificial Intelligence and Scenarios58
The Problem of Research Method Informing Research Questions in Leadership Research49
Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence42
Paradoxical Leadership, Experienced Tensions, and Counterproductive Behavior: Moderation by Consistency and Gender34
The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion32
Antecedents and Effects of Visionary Leadership: When and How Leader Work Centrality is Linked to Visionary Leadership and Follower Turnover Intentions31
From Humble Leadership to Follower Performance: A Meta-analysis of Relational and Cognitive Mechanisms28
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools25
Leader Health, Identity, and Leadership Behavior: Investigating Between-Person and Reciprocal Within-Person Relations Over Time24
Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking23
Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style17
Leader Identification and Disidentification: Constructs, Measurements, and Nomological Network15
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)15
Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct13
The Influence of Servant Leadership on Internal Career Success: An Examination of Psychological Climates and Career Progression Expectations13
Toward An Affect Based View of Principal–Agent Dynamics13
Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader Mistreatment-Employee CWB Relationship with Meta-Analytic Methods11
Artificial Intelligence (AI) and Workplace Communication: Promises, Perils, and Recommended Policy10
How Can Women Take Advantage of the High-Tech Era to be Perceived as Effective Leaders? Being Tech-Savvy Helps10
(In)Congruence in Claims and Grants and Multi-Domain Leader Identity: A Response Surface Modeling Test of Multi-Domain Leader Identity Construction Theory10
The Leaders’ Leader: A No Doubt Legacy Interview with Robert C. Liden9
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes: Evidence for a Curvilinear Relationship9
Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions9
Expectations of Leaders’ Mental Health8
Uncertainty-media fit and Psychological Capital for Trust Building in Virtual Leader-Follower Interactions7
When Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior7
Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People7
A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health7
Does Contingent Reward Leadership Enhance or Diminish Team Creativity? It Depends on Leader (Un-) Predictability7
Exploitative Leadership and Employees’ Unethical Behavior from the Perspective of ego Depletion Theory: The Moderating Effect of Microbreaks6
Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout6
Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes6
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity6
The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval6
Digital Leadership: Towards a Dynamic Managerial Capability Perspective of Artificial Intelligence-Driven Leader Capabilities6
Reconceptualizing Multilevel Leader-Follower Shared Outcomes6
Does Shared Leadership Always Have Positive Effects on Employee Creativity? A Role Conflict Perspective5
Advancing the Construct of Self-Leadership: A Bibliometric Review5
Welcoming Fireside Chats to the Field of Leadership5
A Deep Dive into Perseverance: The Role of Self-Leadership in Progressing Through Long-Term Stressful Experiences in U.S. Navy SEAL Training5
Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development5
From Both Sides of the Iron Door – Sensemaking of Military Leaders During Hostage Rescue Operations: An Example from October 7 th 20235
Benevolent Leadership as an Antecedent and Moderator of Ostracism: A Moderated Mediation Model with Employee Performance5
Even Nectar is Poisonous in Excess: The Impact of Leader Humility on Pride, Entitlement, and Organizational Citizenship Behavior5
Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness5
When Will Employees Voice Up? Leader-Member Exchange Similarity and Leader Group Prototypicality4
Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy4
Impact of Abusive Supervision on Employee Engagement and job Burnout via Organisational Identification: The Moderating Role of Mindfulness4
Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation3
Catalysts for Factionalism? When and Why Shared Leadership Impairs Team Performance3
Predicting Leadership Success in Extreme Organizations: A Prospective Study From Pre-Recruitment Through Leading in Real-Life3
Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity3
The Consequences of Failing to Act: Examining the Importance of Perceived Employee-Directed Managerial Inaction3
Digital Leadership: A Bibliometric Analysis3
How Women Leaders’ Identities Coexist Through Public and Private Identity Endorsements3
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