Leadership

Papers
(The TQCC of Leadership is 6. 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 2020-05-01 to 2024-05-01.)
ArticleCitations
Pandemic leadership: Lessons from New Zealand’s approach to COVID-19177
Introduction to the special issue: Why the coronavirus crisis is also a crisis of leadership83
Barriers to leadership development: Why is it so difficult to abandon the hero?49
The organization of ideological discourse in times of unexpected crisis: Explaining how COVID-19 is exploited by populist leaders44
Six ways of understanding leadership development: An exploration of increasing complexity35
Fifty-five years of managerial shared leadership research: A review of an empirical field26
The perils of authentic leadership theory24
Even in a global pandemic, there’s no such thing as a crisis22
What Donald Trump’s response to COVID-19 teaches us: It’s time for our romance with leaders to end21
Where is Boris Johnson? When and why it matters that leaders show up in a crisis20
Extinction Rebellion: Green activism and the fantasy of leaderlessness in a decentralized movement17
Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership16
Leadership in interaction. An introduction to the Special Issue15
Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation15
Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self”14
Community leaders as intermediaries: How everyday practices create and sustain leadership in five informal settlements in Cape Town12
Can you be a follower even when you do not follow the leader? Yes, you can12
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order11
Beyond diversity, inclusion, and belonging11
Crazy, stupid, disobedience: The dark side of paradoxical leadership11
Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory11
Land Back: A meta narrative to help indigenous people show up as movement leaders10
Impossible or just irrelevant? Unravelling the ‘authentic leadership’ paradox through the lens of emotional labour9
White privilege, Black resilience: Women of color leading the academy9
Putting leadership in its place: Introduction to the special issue9
Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK9
Friend or fiend? An interpretative phenomenological analysis of moral and relational orientation in authentic leadership9
Decolonial leadership for cultural resistance and social change: Challenging the social order through the struggle of identity8
Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices7
The fallacy of discrete authentic leader behaviours: Locating authentic leadership in interaction7
Queering public leadership: The case of lesbian, gay, bisexual and transgender leaders in the Philippines7
What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe7
The paradox of the seed and soil: Cultivating inclusive leadership for a “new normal”7
Shared leadership: Struggles over meaning in daily instances of uncertainty7
Why is collective leadership so elusive?6
The field of race and leadership6
‘I AM’: Indigenous consciousness for authenticity and leadership6
Kafka and the COVID-19 epidemic: Why the Sirens’ silence is more deadly than their song6
Proposals for the future of leadership scholarship: Suggestions in Phronesis6
The construction of leadership practice: Making sense of leader competencies6
Exploring caring leadership through a feminist ethic of care: The case of a sporty CEO6
Volodymyr Zelenskyy, heroic leadership, and the historical gaze6
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