Journal of Leadership & Organizational Studies

Papers
(The TQCC of Journal of Leadership & Organizational Studies is 9. 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 2021-04-01 to 2025-04-01.)
ArticleCitations
Leading When the Boss is Present: How Leadership Structure Schemas Affect Leadership Behavior104
Female Directors and Technological Innovation: Evidence from China80
Sharing the Leadership Space: Toward a Contextual Understanding of Shared Leadership Patterns in Organizational Teams61
Feeling Anger yet Not Speaking Up: The Role of Observers’ Cultural Values in Anger and Bystanderism in Response to Supervisor Incivility55
Catalysts for Factionalism? When and Why Shared Leadership Impairs Team Performance45
New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research43
Does Leader-Follower PsyCap Congruence Cultivate Change-Related Outcomes? A Supervisor-Subordinate Fit Perspective39
Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining29
Knowledge Sabotage Behavior: Examining Detrimental Dual-Mechanism of Amoral Leadership29
The Mask of Sanity? Leader Primary Psychopathy and the Effects of Leader Emotion Regulation Strategies on Followers27
RETRACTION NOTICE: Leadership Variables and Business Performance: Mediating and Interaction Effects26
Servant and Crisis Manager? The Association of Servant Leadership with Followers’ Adaptivity and Proactivity26
Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style26
Editorial, Special Issue22
How Women Leaders’ Identities Coexist Through Public and Private Identity Endorsements21
Towards a Model of Leader Character Development: Insights From Anatomy and Music Therapy21
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower21
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)18
The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate18
Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation18
The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It18
Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership16
Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader Mistreatment-Employee CWB Relationship with Meta-Analytic Methods14
Digital Leadership: A Bibliometric Analysis14
Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure13
Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity12
Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct11
The Influence of Servant Leadership on Internal Career Success: An Examination of Psychological Climates and Career Progression Expectations10
Leader Attentive Communication: A new Communication Concept, Validation and Scale Development9
The Problem of Research Method Informing Research Questions in Leadership Research9
Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout9
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