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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–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention
T. Brad Harris, Ning Li, Bradley L. Kirkman
The Leadership Quarterly (2013) Vol. 25, Iss. 2, pp. 314-328
Closed Access | Times Cited: 218

Showing 1-25 of 218 citing articles:

Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange
Hongdan Zhao, Weiwei Liu, Jie Li, et al.
Journal of Organizational Behavior (2019) Vol. 40, Iss. 7, pp. 834-848
Closed Access | Times Cited: 217
Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review
Robin Martin, Geoff Thomas, Alison Legood, et al.
Journal of Organizational Behavior (2017) Vol. 39, Iss. 2, pp. 151-168
Open Access | Times Cited: 202
The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB
Myriam Chiniara, Kathleen Bentein
The Leadership Quarterly (2017) Vol. 29, Iss. 2, pp. 333-345
Closed Access | Times Cited: 186
A critique of the Leader-Member Exchange construct: Back to square one
Ryan K. Gottfredson, Sarah Wright, Emily Heaphy
The Leadership Quarterly (2020) Vol. 31, Iss. 6, pp. 101385-101385
Open Access | Times Cited: 155
Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment
Arun Aggarwal, Pawan Kumar Chand, Deepika Jhamb, et al.
Frontiers in Psychology (2020) Vol. 11
Open Access | Times Cited: 147
Antecedents and consequences of knowledge hiding: The moderating role of knowledge hiders and knowledge seekers in organizations
Sheshadri Chatterjee, Ranjan Chaudhuri, Alkis Thrassou, et al.
Journal of Business Research (2021) Vol. 128, pp. 303-313
Closed Access | Times Cited: 129
Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment
Raheel Yasin, Ghulam Jan, Aydan Huseynova, et al.
Management Decision (2023) Vol. 61, Iss. 3, pp. 589-609
Open Access | Times Cited: 54
Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships
Xin-an Zhang, Ning Li, T. Brad Harris
The Leadership Quarterly (2014) Vol. 26, Iss. 1, pp. 37-54
Closed Access | Times Cited: 110
The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research
Andrew A. Hanna, Troy A. Smith, Bradley L. Kirkman, et al.
Journal of Management (2020) Vol. 47, Iss. 1, pp. 76-104
Closed Access | Times Cited: 102
Understanding the Disparate Behavioral Consequences of LMX Differentiation: The Role of Social Comparison Emotions
Fadel K. Matta, Linn Van Dyne
Academy of Management Review (2018) Vol. 45, Iss. 1, pp. 154-180
Closed Access | Times Cited: 95
Team-Centric Leadership: An Integrative Review
Steve W. J. Kozlowski, Stanton Mak, Georgia T. Chao
Annual Review of Organizational Psychology and Organizational Behavior (2016) Vol. 3, Iss. 1, pp. 21-54
Open Access | Times Cited: 94
Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance
Yang Sui, Hui Wang, Bradley L. Kirkman, et al.
Personnel Psychology (2015) Vol. 69, Iss. 3, pp. 559-597
Closed Access | Times Cited: 93
Quitting the Boss? The Role of Manager Influence Tactics and Employee Emotional Engagement in Voluntary Turnover
Christopher S. Reina, Kristie Rogers, Suzanne J. Peterson, et al.
Journal of Leadership & Organizational Studies (2017) Vol. 25, Iss. 1, pp. 5-18
Open Access | Times Cited: 93
Dyadic Relationships
Robert C. Liden, Smriti Anand, Prajya Rakshit Vidyarthi
Annual Review of Organizational Psychology and Organizational Behavior (2016) Vol. 3, Iss. 1, pp. 139-166
Open Access | Times Cited: 92
Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
Woosung Choi, Seung‐Wan Kang, Suk Bong Choi
Behavioral Sciences (2021) Vol. 11, Iss. 12, pp. 182-182
Open Access | Times Cited: 75
Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support
Ing‐Chung Huang, Pey‐Lan Du, Li‐Fan Wu, et al.
Leadership & Organization Development Journal (2021) Vol. 42, Iss. 2, pp. 249-264
Closed Access | Times Cited: 65
Navigating uneven terrain: The roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes
Olga Epitropaki, Ilias Kapoutsis, B. Parker Ellen, et al.
Journal of Organizational Behavior (2016) Vol. 37, Iss. 7, pp. 1078-1103
Open Access | Times Cited: 84
Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level
Torsten Biemann, Eric Kearney, Kathrin Marggraf
The Leadership Quarterly (2015) Vol. 26, Iss. 5, pp. 775-789
Closed Access | Times Cited: 79
Mediator analysis of passion for work in Indian millennials
Gaatha Gulyani, Jyotsna Bhatnagar
Career Development International (2017) Vol. 22, Iss. 1, pp. 50-69
Closed Access | Times Cited: 79
LMX-differentiation strengthens the prosocial consequences of leader humility: An identification and social exchange perspective
Joel B. Carnevale, Lei Huang, Ted A. Paterson
Journal of Business Research (2018) Vol. 96, pp. 287-296
Closed Access | Times Cited: 78
Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance
Long W. Lam, Kelly Z. Peng, Chi‐Sum Wong, et al.
Journal of Management (2015) Vol. 43, Iss. 7, pp. 2195-2217
Closed Access | Times Cited: 71
You Abuse and I Criticize: An Ego Depletion and Leader–Member Exchange Examination of Abusive Supervision and Destructive Voice
Jeremy D. Mackey, Lei Huang, Wei He
Journal of Business Ethics (2018) Vol. 164, Iss. 3, pp. 579-591
Closed Access | Times Cited: 71
On power and empowerment
Felicia Pratto
British Journal of Social Psychology (2015) Vol. 55, Iss. 1, pp. 1-20
Closed Access | Times Cited: 68
Avoiding or embracing social relationships? A conservation of resources perspective of leader narcissism, leader–member exchange differentiation, and follower voice
Lei Huang, Dina Krasikova, Peter D. Harms
Journal of Organizational Behavior (2019) Vol. 41, Iss. 1, pp. 77-92
Closed Access | Times Cited: 65
The relationship between leader–member exchange and employee outcomes: review of past themes and future potential
Sana Mumtaz, Chris Rowley
Management Review Quarterly (2019) Vol. 70, Iss. 1, pp. 165-189
Closed Access | Times Cited: 56
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