5.3(top 5%)
impact factor
1.5K(top 20%)
papers
173.5K(top 2%)
citations
206(top 1%)
h-index
5.7(top 5%)
impact factor
2.0K
all documents
192.2K
doc citations
354(top 1%)
g-index

Top Articles

#TitleJournalYearCitations
1Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspectiveLeadership Quarterly19954,804
2Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviorsLeadership Quarterly19903,832
3Authentic leadership development: Getting to the root of positive forms of leadershipLeadership Quarterly20053,475
4Ethical leadership: A review and future directionsLeadership Quarterly20062,287
5The effects of leader and follower emotional intelligence on performance and attitudeLeadership Quarterly20022,139
6Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literatureLeadership Quarterly19961,870
7On making causal claims: A review and recommendationsLeadership Quarterly20101,611
8Ethics, character, and authentic transformational leadership behaviorLeadership Quarterly19991,606
9Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviorsLeadership Quarterly20041,457
10Toward a theory of spiritual leadershipLeadership Quarterly20031,446
11“Can you see the real me?” A self-based model of authentic leader and follower developmentLeadership Quarterly20051,412
12Leadership development:Leadership Quarterly20001,375
13Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge eraLeadership Quarterly20071,369
14An evaluation of conceptual weaknesses in transformational and charismatic leadership theoriesLeadership Quarterly19991,317
15What leaders need to know: A review of social and contextual factors that can foster or hinder creativityLeadership Quarterly20041,279
16Leading creative people: Orchestrating expertise and relationshipsLeadership Quarterly20021,239
17Distributed leadership as a unit of analysisLeadership Quarterly20021,231
18Servant leadership: Development of a multidimensional measure and multi-level assessmentLeadership Quarterly20081,176
19Relational Leadership Theory: Exploring the social processes of leadership and organizingLeadership Quarterly20061,168
20The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findingsLeadership Quarterly20031,036
21The female leadership advantage: An evaluation of the evidenceLeadership Quarterly2003991
22Leader behaviors and the work environment for creativity: Perceived leader supportLeadership Quarterly2004952
23Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership QuestionnaireLeadership Quarterly2003868
24Culture specific and cross-culturally generalizable implicit leadership theoriesLeadership Quarterly1999861
25Leadership theory and research in the new millennium: Current theoretical trends and changing perspectivesLeadership Quarterly2014861
26Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomesLeadership Quarterly2005838
27Authentic leadership: A review of the literature and research agendaLeadership Quarterly2011817
28Path-goal theory of leadership: Lessons, legacy, and a reformulated theoryLeadership Quarterly1996782
29How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomesLeadership Quarterly2013780
30Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadershipLeadership Quarterly2011776
31What type of leadership behaviors are functional in teams? A meta-analysisLeadership Quarterly2006768
32Followership theory: A review and research agendaLeadership Quarterly2014762
33Dimensions of transformational leadership: Conceptual and empirical extensionsLeadership Quarterly2004737
34Team leadershipLeadership Quarterly2001734
35Servant Leadership: A systematic review and call for future researchLeadership Quarterly2019729
36The toxic triangle: Destructive leaders, susceptible followers, and conducive environmentsLeadership Quarterly2007726
37The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigmLeadership Quarterly2009700
38“What's your story?” A life-stories approach to authentic leadership developmentLeadership Quarterly2005696
39Destructive leadership behaviour: A definition and conceptual modelLeadership Quarterly2007689
40Advances in leader and leadership development: A review of 25years of research and theoryLeadership Quarterly2014670
41Charisma, positive emotions and mood contagionLeadership Quarterly2006656
42Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method studyLeadership Quarterly2008637
43Identity, deep structure and the development of leadership skillLeadership Quarterly2005622
44Narcissistic leadershipLeadership Quarterly2006619
45Leadership, self, and identity: A review and research agendaLeadership Quarterly2004612
46The romance of leadership as a follower-centric theory: A social constructionist approachLeadership Quarterly1995603
47Strategic leadership for exploration and exploitation: The moderating role of environmental dynamismLeadership Quarterly2009591
48Leadership skills for a changing worldLeadership Quarterly2000588
49Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practicesLeadership Quarterly1999578
50The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startupsLeadership Quarterly2006575