# | Title | Journal | Year | Citations |
---|
1 | Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective | Leadership Quarterly | 1995 | 4,804 |
2 | Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors | Leadership Quarterly | 1990 | 3,832 |
3 | Authentic leadership development: Getting to the root of positive forms of leadership | Leadership Quarterly | 2005 | 3,475 |
4 | Ethical leadership: A review and future directions | Leadership Quarterly | 2006 | 2,287 |
5 | The effects of leader and follower emotional intelligence on performance and attitude | Leadership Quarterly | 2002 | 2,139 |
6 | Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature | Leadership Quarterly | 1996 | 1,870 |
7 | On making causal claims: A review and recommendations | Leadership Quarterly | 2010 | 1,611 |
8 | Ethics, character, and authentic transformational leadership behavior | Leadership Quarterly | 1999 | 1,606 |
9 | Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors | Leadership Quarterly | 2004 | 1,457 |
10 | Toward a theory of spiritual leadership | Leadership Quarterly | 2003 | 1,446 |
11 | “Can you see the real me?” A self-based model of authentic leader and follower development | Leadership Quarterly | 2005 | 1,412 |
12 | Leadership development: | Leadership Quarterly | 2000 | 1,375 |
13 | Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era | Leadership Quarterly | 2007 | 1,369 |
14 | An evaluation of conceptual weaknesses in transformational and charismatic leadership theories | Leadership Quarterly | 1999 | 1,317 |
15 | What leaders need to know: A review of social and contextual factors that can foster or hinder creativity | Leadership Quarterly | 2004 | 1,279 |
16 | Leading creative people: Orchestrating expertise and relationships | Leadership Quarterly | 2002 | 1,239 |
17 | Distributed leadership as a unit of analysis | Leadership Quarterly | 2002 | 1,231 |
18 | Servant leadership: Development of a multidimensional measure and multi-level assessment | Leadership Quarterly | 2008 | 1,176 |
19 | Relational Leadership Theory: Exploring the social processes of leadership and organizing | Leadership Quarterly | 2006 | 1,168 |
20 | The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings | Leadership Quarterly | 2003 | 1,036 |
21 | The female leadership advantage: An evaluation of the evidence | Leadership Quarterly | 2003 | 991 |
22 | Leader behaviors and the work environment for creativity: Perceived leader support | Leadership Quarterly | 2004 | 952 |
23 | Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire | Leadership Quarterly | 2003 | 868 |
24 | Culture specific and cross-culturally generalizable implicit leadership theories | Leadership Quarterly | 1999 | 861 |
25 | Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives | Leadership Quarterly | 2014 | 861 |
26 | Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes | Leadership Quarterly | 2005 | 838 |
27 | Authentic leadership: A review of the literature and research agenda | Leadership Quarterly | 2011 | 817 |
28 | Path-goal theory of leadership: Lessons, legacy, and a reformulated theory | Leadership Quarterly | 1996 | 782 |
29 | How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes | Leadership Quarterly | 2013 | 780 |
30 | Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership | Leadership Quarterly | 2011 | 776 |
31 | What type of leadership behaviors are functional in teams? A meta-analysis | Leadership Quarterly | 2006 | 768 |
32 | Followership theory: A review and research agenda | Leadership Quarterly | 2014 | 762 |
33 | Dimensions of transformational leadership: Conceptual and empirical extensions | Leadership Quarterly | 2004 | 737 |
34 | Team leadership | Leadership Quarterly | 2001 | 734 |
35 | Servant Leadership: A systematic review and call for future research | Leadership Quarterly | 2019 | 729 |
36 | The toxic triangle: Destructive leaders, susceptible followers, and conducive environments | Leadership Quarterly | 2007 | 726 |
37 | The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm | Leadership Quarterly | 2009 | 700 |
38 | “What's your story?” A life-stories approach to authentic leadership development | Leadership Quarterly | 2005 | 696 |
39 | Destructive leadership behaviour: A definition and conceptual model | Leadership Quarterly | 2007 | 689 |
40 | Advances in leader and leadership development: A review of 25years of research and theory | Leadership Quarterly | 2014 | 670 |
41 | Charisma, positive emotions and mood contagion | Leadership Quarterly | 2006 | 656 |
42 | Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study | Leadership Quarterly | 2008 | 637 |
43 | Identity, deep structure and the development of leadership skill | Leadership Quarterly | 2005 | 622 |
44 | Narcissistic leadership | Leadership Quarterly | 2006 | 619 |
45 | Leadership, self, and identity: A review and research agenda | Leadership Quarterly | 2004 | 612 |
46 | The romance of leadership as a follower-centric theory: A social constructionist approach | Leadership Quarterly | 1995 | 603 |
47 | Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism | Leadership Quarterly | 2009 | 591 |
48 | Leadership skills for a changing world | Leadership Quarterly | 2000 | 588 |
49 | Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices | Leadership Quarterly | 1999 | 578 |
50 | The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups | Leadership Quarterly | 2006 | 575 |