Open Access Helper

OpenAlex Citation Counts

OpenAlex Citations Logo

OpenAlex is a bibliographic catalogue of scientific papers, authors and institutions accessible in open access mode, named after the Library of Alexandria. It's citation coverage is excellent and I hope you will find utility in this listing of citing articles!

If you click the article title, you'll navigate to the article, as listed in CrossRef. If you click the Open Access links, you'll navigate to the "best Open Access location". Clicking the citation count will open this listing for that article. Lastly at the bottom of the page, you'll find basic pagination options.

Requested Article:

Shared leadership and relationship conflict in teams: The moderating role of team power base diversity
Ruchi Sinha, Chia‐Yen Chiu, Santosh B. Srinivas
Journal of Organizational Behavior (2021) Vol. 42, Iss. 5, pp. 649-667
Closed Access | Times Cited: 39

Showing 1-25 of 39 citing articles:

The study of followers in leadership research: A systematic and critical review
Burak Oc, Kraivin Chintakananda, Michael Ramsay Bashshur, et al.
The Leadership Quarterly (2023) Vol. 34, Iss. 1, pp. 101674-101674
Open Access | Times Cited: 37
Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era
Afriyadi Cahyadi, Taufiq Marwa, István Hágen, et al.
Economies (2022) Vol. 10, Iss. 7, pp. 162-162
Open Access | Times Cited: 33
Knowledge-oriented leadership for improved coordination as a solution to relationship conflict: effects on innovation capabilities
Miguel González-Mohíno, Mario J. Donate, Fátima Guadamillas Gómez, et al.
Knowledge Management Research & Practice (2024) Vol. 22, Iss. 4, pp. 388-403
Open Access | Times Cited: 6
Abusive Supervision and Employee’s Creative Performance: A Serial Mediation Model of Relational Conflict and Employee Silence
Wang-Ro Lee, Seung‐Wan Kang, Suk Bong Choi
Behavioral Sciences (2022) Vol. 12, Iss. 5, pp. 156-156
Open Access | Times Cited: 24
Board–TMT task conflict: The impact on shared strategic vision and moderating effect of shared leadership
Kris Thys, Pieter Vandekerkhof, Tensie Steijvers, et al.
Journal of Small Business Management (2025), pp. 1-40
Closed Access
Dyad leadership blueprint: nine strategies for effective collaboration
Rylee M. Linhardt, Courtney L. Holladay, Amee P. Shah, et al.
BMJ Leader (2025), pp. leader-001094
Closed Access
Unlocking team performance: the interplay of team empowerment, shared leadership, and relationship conflict in healthcare sector
Talha Mansoor, Muhammad Umer, Alejandra Duenas
Strategy and Leadership (2025)
Closed Access
The effect of shared leadership on employee resilience: wielding the double-edged sword
Hao Ma, Min Yan, Jie Liu, et al.
Frontiers in Psychology (2025) Vol. 16
Open Access
Catalysts for Factionalism? When and Why Shared Leadership Impairs Team Performance
Yan Feng, Hongjiang Lyu
Journal of Leadership & Organizational Studies (2025)
Closed Access
Systematic Literature Review of Exploring the Role of Leader during Conflict: A Case of Virtual Teams
­Jun Li­, Zaleha Yazid
WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS (2025) Vol. 22, pp. 333-348
Open Access
How shared leadership and task complexity shape expectations of team effectiveness
Wenxin Xie, Colin M. Fisher
European Journal of Work and Organizational Psychology (2025), pp. 1-16
Closed Access
Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective
Dan Ni, Xiaoming Zheng, Lindie H. Liang
Journal of Organizational Behavior (2021) Vol. 43, Iss. 5, pp. 878-891
Closed Access | Times Cited: 20
The influence of shared leadership on taking charge behavior: Dual perspective of cognition–affection
Dixuan Zhang, Xiaohong Wang, Shaopeng Zhang
Journal of Management & Organization (2024), pp. 1-21
Closed Access | Times Cited: 2
Navigating digital divide: exploring the influence of ideological and political education on cyber security and digital literacy amid information warfare
Baihang Huang
Current Psychology (2024) Vol. 43, Iss. 28, pp. 23815-23836
Closed Access | Times Cited: 2
Nexus between shared leadership, workplace bullying, team learning, job insecurity and team performance in health care
Muhammad Haroon Shoukat, Islam Elgammal, Syed Asim Shah, et al.
Team Performance Management (2022) Vol. 28, Iss. 3/4, pp. 125-144
Closed Access | Times Cited: 12
Linking shared leadership with pharmaceutical team sales performance in Pakistan: a dual mediation model
M Sabir, Muhammad Haroon Shoukat, Syed Asim Shah, et al.
Team Performance Management (2022) Vol. 28, Iss. 7/8, pp. 526-542
Closed Access | Times Cited: 12
Quality Management Practices and Inter-Organizational Project Performance: Moderating Effects of Inter-Organizational Communication, Relationship, and Process Conflicts in Healthcare
Syed Asim Shah, M. Asif, Muhammad Haroon Shoukat, et al.
SAGE Open (2022) Vol. 12, Iss. 3
Open Access | Times Cited: 11
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context
Obinna Alo, Ahmad Arslan, Anna Yumiao Tian, et al.
Journal of Managerial Psychology (2023) Vol. 39, Iss. 3, pp. 372-402
Open Access | Times Cited: 6
Balanced or imbalanced, that is the question: The effect of R&D/marketing power structure on new product development time
Chia‐Yang Chang, Yung-Chien Lou, Lien‐Ti Bei
Journal of Engineering and Technology Management (2024) Vol. 72, pp. 101817-101817
Closed Access | Times Cited: 2
How shared leadership affects team performance: examining sequential mediation model using MASEM
Wei Chen, Jun-Hui Zhang, Yilin Zhang
Journal of Managerial Psychology (2022) Vol. 37, Iss. 7, pp. 669-682
Closed Access | Times Cited: 10
Neuromarketing in predicting voting behavior: A case of National elections in India
Raveena Gupta, Harsh V. Verma, Anuj Pal Kapoor
Journal of Consumer Behaviour (2023) Vol. 23, Iss. 2, pp. 336-356
Closed Access | Times Cited: 5
Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams
Anne Sweeney
Team Performance Management (2022) Vol. 28, Iss. 7/8, pp. 441-460
Closed Access | Times Cited: 8
The advantages and disadvantages of different implementations of shared leadership in organizations: A qualitative study
Charlotte M. Edelmann, Filip Boen, Jeroen Stouten, et al.
Leadership (2023) Vol. 19, Iss. 6, pp. 467-507
Open Access | Times Cited: 4
Is an informal leader always popular? The curvilinear relationships between informal leadership, threat to peers, and helping from peers
Shengming Liu, Ning Li, Hui Wang, et al.
Asia Pacific Journal of Management (2024)
Closed Access | Times Cited: 1
Temporal dynamics of shared leadership, team workload, and collective team member well-being: a daily diary study
Kai N. Klasmeier, Nale Lehmann‐Willenbrock
European Journal of Work and Organizational Psychology (2023) Vol. 33, Iss. 3, pp. 263-275
Open Access | Times Cited: 3
Page 1 - Next Page

Scroll to top