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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:

Leader cognition in real-world settings: How do leaders think about crises?
Michael D. Mumford, Tamara L. Friedrich, Jay J. Caughron, et al.
The Leadership Quarterly (2007) Vol. 18, Iss. 6, pp. 515-543
Closed Access | Times Cited: 232

Showing 1-25 of 232 citing articles:

Leadership: Current Theories, Research, and Future Directions
Bruce J. Avolio, Fred O. Walumbwa, Todd J. Weber
Annual Review of Psychology (2008) Vol. 60, Iss. 1, pp. 421-449
Closed Access | Times Cited: 2730
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
Why flexible and adaptive leadership is essential.
Gary Yukl, Rubiná Mahsud
Consulting psychology journal (2010) Vol. 62, Iss. 2, pp. 81-93
Closed Access | Times Cited: 455
Leadership and stress: A meta-analytic review
P. D. Harms, Marcus Credé, Michael Tynan, et al.
The Leadership Quarterly (2016) Vol. 28, Iss. 1, pp. 178-194
Closed Access | Times Cited: 416
Leadership efficacy: Review and future directions
Sean T. Hannah, Bruce J. Avolio, Fred Luthans, et al.
The Leadership Quarterly (2008) Vol. 19, Iss. 6, pp. 669-692
Closed Access | Times Cited: 411
A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks
Tamara L. Friedrich, William B. Vessey, Matthew J. Schuelke, et al.
The Leadership Quarterly (2009) Vol. 20, Iss. 6, pp. 933-958
Closed Access | Times Cited: 361
Developmental readiness: Accelerating leader development.
Bruce J. Avolio, Sean T. Hannah
Consulting psychology journal (2008) Vol. 60, Iss. 4, pp. 331-347
Closed Access | Times Cited: 286
The relational activation of resilience model: How leadership activates resilience in an organizational crisis
Winnie L. Teo, Mary Lee, Wee Shiong Lim
Journal of Contingencies and Crisis Management (2017) Vol. 25, Iss. 3, pp. 136-147
Open Access | Times Cited: 174
Leadership decision-making: A behavioral reasoning theory analysis
James D. Westaby, Tahira M. Probst, Barbara C. Lee
The Leadership Quarterly (2010) Vol. 21, Iss. 3, pp. 481-495
Closed Access | Times Cited: 199
Crisis Management Competencies
Montgomery Van Wart, Naim Kapucu
Public Management Review (2011) Vol. 13, Iss. 4, pp. 489-511
Closed Access | Times Cited: 179
Cognitive skills and leadership performance: The nine critical skills
Michael D. Mumford, E. Michelle Todd, Cory Higgs, et al.
The Leadership Quarterly (2016) Vol. 28, Iss. 1, pp. 24-39
Closed Access | Times Cited: 154
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel, Zhanna Bagdasarov, Lauren N. Harkrider, et al.
Journal of Business Ethics (2012) Vol. 107, Iss. 1, pp. 49-64
Closed Access | Times Cited: 141
A 25-year perspective on levels of analysis in leadership research
Shelley D. Dionne, Alka Gupta, Kristin Lee Sotak, et al.
The Leadership Quarterly (2013) Vol. 25, Iss. 1, pp. 6-35
Closed Access | Times Cited: 129
Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19.
Matthew P. Crayne, Kelsey E. Medeiros
American Psychologist (2020) Vol. 76, Iss. 3, pp. 462-474
Closed Access | Times Cited: 106
Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use
Tamara L. Friedrich, Jennifer A. Griffith, Michael D. Mumford
The Leadership Quarterly (2016) Vol. 27, Iss. 2, pp. 312-333
Open Access | Times Cited: 96
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams
Ian Combe, D.J. Carrington
The Leadership Quarterly (2015) Vol. 26, Iss. 3, pp. 307-322
Open Access | Times Cited: 93
Leading Schools and Districts in Times of Crisis
Jason A. Grissom, Lara Condon
Educational Researcher (2021) Vol. 50, Iss. 5, pp. 315-324
Closed Access | Times Cited: 80
Traversing the storm: An interdisciplinary review of crisis leadership
Michael D. Collins, Marie T. Dasborough, Heath Gregg, et al.
The Leadership Quarterly (2022) Vol. 34, Iss. 1, pp. 101661-101661
Closed Access | Times Cited: 38
Leaders, followers, and time
Allen C. Bluedorn, Kimberly S. Jaussi
The Leadership Quarterly (2008) Vol. 19, Iss. 6, pp. 654-668
Closed Access | Times Cited: 136
When confidence is detrimental: Influence of overconfidence on leadership effectiveness
Amanda Shipman, Michael D. Mumford
The Leadership Quarterly (2011) Vol. 22, Iss. 4, pp. 649-665
Closed Access | Times Cited: 101
Leader Self and Means Efficacy: A multi-component approach
Sean T. Hannah, Bruce J. Avolio, Fred O. Walumbwa, et al.
Organizational Behavior and Human Decision Processes (2012) Vol. 118, Iss. 2, pp. 143-161
Closed Access | Times Cited: 98
Leadership and knowledge: Symbolic, connectionist, and embodied perspectives
Robert G. Lord, Sara J. Shondrick
The Leadership Quarterly (2011) Vol. 22, Iss. 1, pp. 207-222
Closed Access | Times Cited: 95
Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD scale
Constance Noonan Hadley, Todd L. Pittinsky, S. Amy Sommer, et al.
The Leadership Quarterly (2011) Vol. 22, Iss. 4, pp. 633-648
Open Access | Times Cited: 94
The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election
Ethlyn A. Williams, Rajnandini Pillai, Bryan Joab Deptula, et al.
The Leadership Quarterly (2011) Vol. 23, Iss. 3, pp. 324-341
Closed Access | Times Cited: 88
Evaluation, criticism, and creativity: Criticism content and effects on creative problem solving.
Carter Gibson, Michael D. Mumford
Psychology of Aesthetics Creativity and the Arts (2013) Vol. 7, Iss. 4, pp. 314-331
Closed Access | Times Cited: 88
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