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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:

The emergence of individual and collective leadership in task groups: A matter of achievement and ascription
Minna Paunova
The Leadership Quarterly (2015) Vol. 26, Iss. 6, pp. 935-957
Open Access | Times Cited: 69

Showing 1-25 of 69 citing articles:

Gender and leadership emergence: A meta‐analysis and explanatory model
Katie Badura, Emily Grijalva, Daniel A. Newman, et al.
Personnel Psychology (2018) Vol. 71, Iss. 3, pp. 335-367
Closed Access | Times Cited: 207
Collective and network approaches to leadership: Special issue introduction
Kristin L. Cullen, Francis J. Yammarino
The Leadership Quarterly (2016) Vol. 27, Iss. 2, pp. 173-180
Closed Access | Times Cited: 120
Putting emergence back in leadership emergence: A dynamic, multilevel, process-oriented framework
Bryan P. Acton, Roseanne J. Foti, Robert G. Lord, et al.
The Leadership Quarterly (2018) Vol. 30, Iss. 1, pp. 145-164
Open Access | Times Cited: 111
Ethical leadership, self-efficacy and job satisfaction in China: the moderating role ofguanxi
Shuang Ren, Doren Chadee
Personnel Review (2017) Vol. 46, Iss. 2, pp. 371-388
Closed Access | Times Cited: 79
Tempering agency with communion increases women's leadership emergence in all-women groups: Evidence for role congruity theory in a field setting
Anne-Kathrin Schock, Freya M. Gruber, Thomas Scherndl, et al.
The Leadership Quarterly (2018) Vol. 30, Iss. 2, pp. 189-198
Closed Access | Times Cited: 61
Paradigm warriors: Advancing a radical ecosystems view of collective leadership from an Indigenous Māori perspective
Chellie Spiller, Rachel Wolfgramm, Ella Henry, et al.
Human Relations (2019) Vol. 73, Iss. 4, pp. 516-543
Closed Access | Times Cited: 59
Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice
Peter Graham, Natalia Nikolova, Shankar Sankaran
Journal of Management in Engineering (2019) Vol. 36, Iss. 1
Closed Access | Times Cited: 57
Virtual charismatic leadership and signaling theory: A prospective meta-analysis in five countries
Brittany A. Ernst, George C. Banks, Andrew C. Loignon, et al.
The Leadership Quarterly (2021) Vol. 33, Iss. 5, pp. 101541-101541
Closed Access | Times Cited: 55
Flow experience in teams: The role of shared leadership.
Caroline Aubé, Vincent Rousseau, Éric Brunelle
Journal of Occupational Health Psychology (2017) Vol. 23, Iss. 2, pp. 198-206
Closed Access | Times Cited: 61
Leadership and change mobilization: The mediating role of distributed leadership
Filomena Canterino, Stefano Cirella, Beatrice Piccoli, et al.
Journal of Business Research (2019) Vol. 108, pp. 42-51
Open Access | Times Cited: 50
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: 24
From classroom to conscription. Leadership emergence in childhood and early adulthood
Therese Reitan, Sten‐Åke Stenberg
The Leadership Quarterly (2018) Vol. 30, Iss. 3, pp. 298-319
Open Access | Times Cited: 42
Systemic leadership development: impact on organizational effectiveness
Stephanie Douglas, Daisha M. Merritt, Robin Roberts, et al.
International journal of organizational analysis (2021) Vol. 30, Iss. 2, pp. 568-588
Open Access | Times Cited: 28
Revisiting emergence in emergent leadership: An integrative, multi-perspective review
Julie Wolfram Cox, Karryna Madison, Nathan Eva
The Leadership Quarterly (2021) Vol. 33, Iss. 1, pp. 101579-101579
Closed Access | Times Cited: 28
The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams
Charles P. R. Scott, Hairong Jiang, Jessica L. Wildman, et al.
Human Resource Management Review (2017) Vol. 28, Iss. 4, pp. 464-481
Closed Access | Times Cited: 38
Ten reasons why corporate language policies can create more problems than they solve
Guro Refsum Sanden
Current Issues in Language Planning (2018) Vol. 21, Iss. 1, pp. 22-44
Closed Access | Times Cited: 37
Who gets to lead the multinational team? An updated status characteristics perspective
Minna Paunova
Human Relations (2016) Vol. 70, Iss. 7, pp. 883-907
Open Access | Times Cited: 34
Influencing factors of horizontal leaders' role identity in projects: A sequential mixed method approach
Fangwei Zhu, Linzhuo Wang, Mouxuan Sun, et al.
International Journal of Project Management (2019) Vol. 37, Iss. 4, pp. 582-598
Open Access | Times Cited: 30
International Diversity and Global Leadership
Minna Paunova
Advances in global leadership (2025), pp. 197-204
Closed Access
Signaling with babble? Exploring the effects of gender and speaking time on leader emergence
Andrew C. Loignon, Diane Bergeron, Michael A. Johnson, et al.
The Leadership Quarterly (2025), pp. 101879-101879
Closed Access
Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study
Sigrid Endres, Jürgen Weibler
BuR - Business Research (2019) Vol. 13, Iss. 1, pp. 275-309
Open Access | Times Cited: 28
Leader Emergence in Nascent Venture Teams: The Critical Roles of Individual Emotion Regulation and Team Emotions
Charlotta Sirén, Vivianna Fang He, Henrik Wesemann, et al.
Journal of Management Studies (2020) Vol. 57, Iss. 5, pp. 931-961
Open Access | Times Cited: 25
Entrepreneurs’ Implicit and Explicit Achievement Motives and Their Early International Commitment
Rui Xue, Gongming Qian, Zhengming Qian, et al.
Management International Review (2021) Vol. 61, Iss. 1, pp. 91-121
Closed Access | Times Cited: 23
Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities
Lauren D’Innocenzo, Michael Kukenberger, Andrea Farro, et al.
The Leadership Quarterly (2021) Vol. 32, Iss. 5, pp. 101499-101499
Closed Access | Times Cited: 23
Who Emerges into Virtual Team Leadership Roles? The Role of Achievement and Ascription Antecedents for Leadership Emergence Across the Virtuality Spectrum
Radostina K. Purvanova, Steven D. Charlier, Cody J. Reeves, et al.
Journal of Business and Psychology (2020) Vol. 36, Iss. 4, pp. 713-733
Closed Access | Times Cited: 22
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