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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:

Leveraging Leaders
Payal Sharma, Bradley L. Kirkman
Group & Organization Management (2015) Vol. 40, Iss. 2, pp. 193-237
Closed Access | Times Cited: 287

Showing 1-25 of 287 citing articles:

Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory
Marc H. Anderson, Peter Y. T. Sun
International Journal of Management Reviews (2015) Vol. 19, Iss. 1, pp. 76-96
Closed Access | Times Cited: 318
Shared leadership: A state‐of‐the‐art review and future research agenda
Jinlong Zhu, Zhenyu Liao, Kai Chi Yam, et al.
Journal of Organizational Behavior (2018) Vol. 39, Iss. 7, pp. 834-852
Closed Access | Times Cited: 311
A review of the effectiveness of empowering leadership
Minyoung Cheong, Francis J. Yammarino, Shelley D. Dionne, et al.
The Leadership Quarterly (2018) Vol. 30, Iss. 1, pp. 34-58
Closed Access | Times Cited: 307
Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation
Allan Lee, Sara Willis, Amy Wei Tian
Journal of Organizational Behavior (2017) Vol. 39, Iss. 3, pp. 306-325
Open Access | Times Cited: 301
Two faces of empowering leadership: Enabling and burdening
Minyoung Cheong, Seth M. Spain, Francis J. Yammarino, et al.
The Leadership Quarterly (2016) Vol. 27, Iss. 4, pp. 602-616
Closed Access | Times Cited: 272
Employee Responses to Empowering Leadership: A Meta-Analysis
Minseo Kim, Terry A. Beehr, Matthew S. Prewett
Journal of Leadership & Organizational Studies (2018) Vol. 25, Iss. 3, pp. 257-276
Open Access | Times Cited: 222
Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership
Yan Shao, Bernard A. Nijstad, Susanne Täuber
Organizational Behavior and Human Decision Processes (2019) Vol. 155, pp. 7-19
Open Access | Times Cited: 155
A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research
Zakaria Elkhwesky, Islam Elbayoumi Salem, Haywantee Ramkissoon, et al.
International Journal of Contemporary Hospitality Management (2022) Vol. 34, Iss. 5, pp. 1925-1958
Open Access | Times Cited: 131
Experienced incivility in the workplace: A meta-analytical review of its construct validity and nomological network.
Jingxian Yao, Sandy Lim, Cathy Yang Guo, et al.
Journal of Applied Psychology (2021) Vol. 107, Iss. 2, pp. 193-220
Open Access | Times Cited: 107
Towards Examining the Link Between Green HRM Practices and Employee Green in-Role Behavior: Spiritual Leadership as a Moderator
Wei Li, Alaa Amin Abdalla, Tamara Mohammad, et al.
Psychology Research and Behavior Management (2023) Vol. Volume 16, pp. 383-396
Open Access | Times Cited: 54
What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.
Ying Hong, Hui Liao, Steffen Raub, et al.
Journal of Applied Psychology (2015) Vol. 101, Iss. 5, pp. 687-701
Open Access | Times Cited: 151
Empowering leadership: leading people to be present through affective organizational commitment?
Minseo Kim, Terry A. Beehr
The International Journal of Human Resource Management (2018) Vol. 31, Iss. 16, pp. 2017-2044
Closed Access | Times Cited: 128
Positive effects of laissez-faire leadership: conceptual exploration
Inju Yang
Journal of Management Development (2015) Vol. 34, Iss. 10, pp. 1246-1261
Closed Access | Times Cited: 121
Empowering leadership, employee goal orientations and work performance
Sut I Wong Humborstad, Christina G. L. Nerstad, Anders Dysvik
Personnel Review (2014) Vol. 43, Iss. 2, pp. 246-271
Closed Access | Times Cited: 120
Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy
Po Hao, Wei He, Lirong Long
Journal of Leadership & Organizational Studies (2017) Vol. 25, Iss. 1, pp. 85-100
Open Access | Times Cited: 120
Not Too Tired to be Proactive: Daily Empowering Leadership Spurs Next-morning Employee Proactivity as Moderated by Nightly Sleep Quality
Pauline Schilpzand, Lawrence Houston, Jeewon Cho
Academy of Management Journal (2018) Vol. 61, Iss. 6, pp. 2367-2387
Closed Access | Times Cited: 114
Empowering leadership and employee creativity: A dual‐mechanism perspective
Shuxia Zhang, Xudong Ke, Xiao‐Hua Wang, et al.
Journal of Occupational and Organizational Psychology (2018) Vol. 91, Iss. 4, pp. 896-917
Closed Access | Times Cited: 113
Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation
Guiyao Tang, Yang Chen, Daan van Knippenberg, et al.
Journal of Organizational Behavior (2020) Vol. 41, Iss. 6, pp. 551-566
Closed Access | Times Cited: 112
A paradox perspective on the interactive effects of visionary and empowering leadership
Eric Kearney, Meir Shemla, Daan van Knippenberg, et al.
Organizational Behavior and Human Decision Processes (2019) Vol. 155, pp. 20-30
Open Access | Times Cited: 109
Participative leadership and job satisfaction
Simon C. H. Chan
Leadership & Organization Development Journal (2019) Vol. 40, Iss. 3, pp. 319-333
Closed Access | Times Cited: 106
Role of servant leadership in contemporary hospitality
Kaye Chon, Judit Zoltan
International Journal of Contemporary Hospitality Management (2019) Vol. 31, Iss. 8, pp. 3371-3394
Open Access | Times Cited: 106
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance
Soojin Lee, Minyoung Cheong, Myung‐Sun Kim, et al.
Group & Organization Management (2016) Vol. 42, Iss. 1, pp. 11-38
Closed Access | Times Cited: 100
Empowering leadership in hospitality and tourism management: a systematic literature review
Giang Hoang, Elisabeth Wilson‐Evered, Leonie Lockstone‐Binney, et al.
International Journal of Contemporary Hospitality Management (2021) Vol. 33, Iss. 12, pp. 4182-4214
Open Access | Times Cited: 87
To Empower or Not to Empower? Multilevel Effects of Empowering Leadership on Knowledge Hiding
Meizhen Lin, Xiujuan Zhang, Boon Ching Serene Ng, et al.
International Journal of Hospitality Management (2020) Vol. 89, pp. 102540-102540
Closed Access | Times Cited: 75
How and when paradoxical leadership benefits work engagement: The role of goal clarity and work autonomy
Nils Fürstenberg, Kerstin Alfes, Eric Kearney
Journal of Occupational and Organizational Psychology (2021) Vol. 94, Iss. 3, pp. 672-705
Closed Access | Times Cited: 69
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