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OpenAlex Citation Counts

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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:

Military leadership: A context specific review
Leonard Wong, Paul D. Bliese, Dennis McGurk
The Leadership Quarterly (2003) Vol. 14, Iss. 6, pp. 657-692
Closed Access | Times Cited: 188

Showing 1-25 of 188 citing articles:

A framework for examining leadership in extreme contexts
Sean T. Hannah, Mary Uhl‐Bien, Bruce J. Avolio, et al.
The Leadership Quarterly (2009) Vol. 20, Iss. 6, pp. 897-919
Closed Access | Times Cited: 608
Military CEOs
Efraim Benmelech, Carola Frydman
Journal of Financial Economics (2014) Vol. 117, Iss. 1, pp. 43-59
Closed Access | Times Cited: 596
Performance Adaptation
Samantha K. Baard, Tara A. Rench, Steve W. J. Kozlowski
Journal of Management (2013) Vol. 40, Iss. 1, pp. 48-99
Closed Access | Times Cited: 283
Ensuring patient safety through effective leadership behaviour: A literature review
Barbara Künzle, Michaela Kolbe, Gudela Grote
Safety Science (2009) Vol. 48, Iss. 1, pp. 1-17
Closed Access | Times Cited: 222
Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance
Marcus M. Stewart, Olenda E. Johnson
Group & Organization Management (2009) Vol. 34, Iss. 5, pp. 507-535
Closed Access | Times Cited: 136
Military top executives and corporate philanthropy: Evidence from China
Jin‐hui Luo, Yuangao Xiang, Ruichao Zhu
Asia Pacific Journal of Management (2017) Vol. 34, Iss. 3, pp. 725-755
Closed Access | Times Cited: 98
The military imprint: The effect of executives’ military experience on firm pollution and environmental innovation
Zhe Zhang, Bingkun Zhang, Ming Jia
The Leadership Quarterly (2021) Vol. 33, Iss. 2, pp. 101562-101562
Closed Access | Times Cited: 56
Unit-Level OCB and Unit Effectiveness: Examining the Incremental Effect of Helping Behavior
Mark G. Ehrhart, Paul D. Bliese, Jeffrey L. Thomas
Human Performance (2006) Vol. 19, Iss. 2, pp. 159-173
Closed Access | Times Cited: 153
Mitigating Negative Side Effects of Innovation Project Terminations: The Role of Resilience and Social Support
Gisa Todt, Matthias Weiß, Martin Hoegl
Journal of Product Innovation Management (2017) Vol. 35, Iss. 4, pp. 518-542
Closed Access | Times Cited: 65
Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis
Thomas Hol Fosse, Anders Skogstad, Ståle Einarsen, et al.
European Journal of Work and Organizational Psychology (2019) Vol. 28, Iss. 5, pp. 708-722
Open Access | Times Cited: 55
Leadership consensus as a cross-level contextual moderator of the emotional exhaustion–work commitment relationship
Michael S. Cole, Arthur G. Bedeian
The Leadership Quarterly (2007) Vol. 18, Iss. 5, pp. 447-462
Closed Access | Times Cited: 99
Profiling the heroic leader: Empirical lessons from combat-decorated veterans of World War II
Brian Wansink, Collin R. Payne, Koert van Ittersum
The Leadership Quarterly (2008) Vol. 19, Iss. 5, pp. 547-555
Closed Access | Times Cited: 78
Paternalistic Leadership Profiles
Wan-Ju Chou, Chris G. Sibley, James H. Liu, et al.
Group & Organization Management (2015) Vol. 40, Iss. 5, pp. 685-710
Closed Access | Times Cited: 57
Eye gaze and visual attention as a window into leadership and followership: A review of empirical insights and future directions
Joey T. Cheng, Fabiola H. Gerpott, Alex J. Benson, et al.
The Leadership Quarterly (2022) Vol. 34, Iss. 6, pp. 101654-101654
Open Access | Times Cited: 23
The role of military directors in holding the CEO accountable for poor firm performance
Stevo Pavićević, Thomas Keil
Strategic Management Journal (2024)
Open Access | Times Cited: 5
Is Transformational Military Leadership Out There? An Exploratory Research Study of Military Teams in Action
Jakob Rømer Barfod, Jonathan Clifton
Armed Forces & Society (2025)
Closed Access
Self-distancing is positively related to higher scores during U.S. Army (USA) Reserve Officer Training Corps (ROTC) advanced leadership training
Walter Sowden, Neil A. Lewis, Rachell Jones
Military Psychology (2025), pp. 1-12
Closed Access
Moral courage, injury, and leadership in military contexts: lessons from a thematic analysis of conversations among international experts and students
Eric Vermetten, Kyle Weiman, Lyle Innes, et al.
Medicine Conflict & Survival (2025), pp. 1-38
Open Access
‘Whatever your job is, we are all about doing that thing super well’: High‐reliability followership as a key component of operational success in elite air force teams
Sally Knox, Kïrsten A. Way, S. Alexander Haslam
British Journal of Social Psychology (2025) Vol. 64, Iss. 2
Open Access
Values as Determinants of the Motivation to Lead
Alton B. Clemmons, Dail Fields
Military Psychology (2011) Vol. 23, Iss. 6, pp. 587-600
Closed Access | Times Cited: 51
Is training leaders in functional leadership a useful tool for improving the performance of leadership functions and team effectiveness?
Joaquim Santos, António Caetano, Susana M. Tavares
The Leadership Quarterly (2015) Vol. 26, Iss. 3, pp. 470-484
Closed Access | Times Cited: 49
Silence‐breaking butterfly effect: Resistance towards the military within #MeToo
Aida Alvinius, Arita Holmberg
Gender Work and Organization (2019) Vol. 26, Iss. 9, pp. 1255-1270
Open Access | Times Cited: 41
Military Leadership and the Complexity of CombatandCulture
Janice H. Laurence
Military Psychology (2011) Vol. 23, Iss. 5, pp. 489-501
Closed Access | Times Cited: 41
Coding military command as a promiscuous practice? Unsettling the gender binaries of leadership metaphors
Karen Lee Ashcraft, Sara Louise Muhr
Human Relations (2017) Vol. 71, Iss. 2, pp. 206-228
Open Access | Times Cited: 36
Leaders’ creation of shared identity impacts group members’ effort and performance: Evidence from an exercise task
Mark R. Stevens, Tim Rees, Niklas K. Steffens, et al.
PLoS ONE (2019) Vol. 14, Iss. 7, pp. e0218984-e0218984
Open Access | Times Cited: 33
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