| Supervisory procedural justice effects: The mediating roles of cognitive and affective trust | 2009/04/01 | English | 151 |
| CEO charisma, compensation, and firm performance | 2004/06/01 | English | 151 |
| Warning for excessive positivity: Authentic leadership and other traps in leadership studies | 2019/08/01 | English | 150 |
| The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors | 2014/04/01 | English | 149 |
| Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors | 2010/06/01 | English | 148 |
| Leadership takes time: Some implications of (not) taking time seriously in leadership research | 2011/04/01 | English | 147 |
| The role of leadership in emergent, self-organization | 2007/08/01 | English | 147 |
| Integrity and leadership: A multi-level conceptual framework | 2009/06/01 | English | 146 |
| The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers | 2008/02/01 | English | 146 |
| Empowerment and creativity: A cross-level investigation | 2012/02/01 | English | 146 |
| Experimental designs in management and leadership research: Strengths, limitations, and recommendations for improving publishability | 2019/02/01 | English | 146 |
| CEO leadership behaviors, organizational performance, and employees' attitudes | 2011/02/01 | English | 144 |
| Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention | 2014/04/01 | English | 144 |
| The ties that lead: A social network approach to leadership | 2005/12/01 | English | 142 |
| Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes | 2009/06/01 | English | 141 |
| Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention | 2006/06/01 | English | 141 |
| Traditional Chinese leadership and employee voice behavior: A cross-level examination | 2015/04/01 | English | 140 |
| The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels | 2009/08/01 | English | 138 |
| Perceptions of politics and organizational cynicism: An attributional and leader–member exchange perspective | 2004/08/01 | English | 137 |
| Authentic leadership and positive organizational behavior: A meso, multi-level perspective | 2008/12/01 | English | 137 |
| The topology of collective leadership | 2012/12/01 | English | 136 |
| Leader development and the dark side of personality | 2011/06/01 | English | 136 |
| Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories | 2014/12/01 | English | 134 |
| Leading organizational learning: Reflections on theory and research | 2009/02/01 | English | 134 |
| Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity | 2015/12/01 | English | 134 |
| Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice | 2012/10/01 | English | 134 |
| Values, emotions, and authenticity: Will the real leader please stand up? | 2005/06/01 | English | 132 |
| Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions | 2005/10/01 | English | 132 |
| The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory | 2011/12/01 | English | 132 |
| Women directors, firm performance, and firm risk: A causal perspective | 2019/10/01 | English | 132 |