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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:

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: 287

Showing 1-25 of 287 citing articles:

Event System Theory: An Event-Oriented Approach to the Organizational Sciences
Frederick P. Morgeson, Terence R. Mitchell, Dong Liu
Academy of Management Review (2015) Vol. 40, Iss. 4, pp. 515-537
Closed Access | Times Cited: 782
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: 412
Leadership and followership identity processes: A multilevel review
Olga Epitropaki, Ronit Kark, Charalampos Mainemelis, et al.
The Leadership Quarterly (2016) Vol. 28, Iss. 1, pp. 104-129
Open Access | Times Cited: 305
The benefits of a long-lens approach to leader development: Understanding the seeds of leadership
Susan Murphy, Stefanie K. Johnson
The Leadership Quarterly (2011) Vol. 22, Iss. 3, pp. 459-470
Closed Access | Times Cited: 256
Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration
Stephen J. Zaccaro, Jennifer P. Green, Samantha Dubrow, et al.
The Leadership Quarterly (2017) Vol. 29, Iss. 1, pp. 2-43
Closed Access | Times Cited: 183
A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed
Bernd Vogel, Rebecca J. Reichard, Saša Batistič, et al.
The Leadership Quarterly (2020) Vol. 32, Iss. 5, pp. 101381-101381
Open Access | Times Cited: 157
Authentic leadership theory: The case for and against
William L. Gardner, Elizabeth P. Karam, Mats Alvesson, et al.
The Leadership Quarterly (2021) Vol. 32, Iss. 6, pp. 101495-101495
Closed Access | Times Cited: 153
A multilevel approach to building and leading learning organizations
Sean T. Hannah, Paul B. Lester
The Leadership Quarterly (2008) Vol. 20, Iss. 1, pp. 34-48
Closed Access | Times Cited: 264
Estimating return on leadership development investment
Bruce J. Avolio, James B. Avey, David Quisenberry
The Leadership Quarterly (2010) Vol. 21, Iss. 4, pp. 633-644
Closed Access | Times Cited: 192
Leader self‐structure: a framework for positive leadership
Sean T. Hannah, Robert L. Woolfolk, Robert G. Lord
Journal of Organizational Behavior (2009) Vol. 30, Iss. 2, pp. 269-290
Closed Access | Times Cited: 181
Mentoring Impact on Leader Efficacy Development: A Field Experiment
Paul B. Lester, Sean T. Hannah, Peter D. Harms, et al.
Academy of Management Learning and Education (2011) Vol. 10, Iss. 3, pp. 409-429
Open Access | Times Cited: 159
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations
Christopher G. Myers
Academy of Management Review (2017) Vol. 43, Iss. 4, pp. 610-634
Closed Access | Times Cited: 141
Integrative perspectives on longitudinal investigations of leader development: From childhood through adulthood
David V. Day
The Leadership Quarterly (2011) Vol. 22, Iss. 3, pp. 561-571
Closed Access | Times Cited: 139
Ready or not: How do we accelerate the developmental readiness of leaders?
Sean T. Hannah, Bruce J. Avolio
Journal of Organizational Behavior (2010) Vol. 31, Iss. 8, pp. 1181-1187
Closed Access | Times Cited: 135
Up Close and Personal: Building Foundations for Leaders' Development Through the Personalization of Management Learning
Gianpiero Petriglieri, Jack Denfeld Wood, Jennifer Louise Petriglieri
Academy of Management Learning and Education (2011) Vol. 10, Iss. 3, pp. 430-450
Closed Access | Times Cited: 122
Resetting the Clock on Dynamic Leader Behaviors: A Conceptual Integration and Agenda for Future Research
Shawn T. McClean, Christopher M. Barnes, Stephen H. Courtright, et al.
Academy of Management Annals (2019) Vol. 13, Iss. 2, pp. 479-508
Closed Access | Times Cited: 104
Do we measure leadership effectively? Articulating and evaluating scale development psychometrics for best practice
Joseph Crawford, Jo‐Anne Kelder
The Leadership Quarterly (2018) Vol. 30, Iss. 1, pp. 133-144
Closed Access | Times Cited: 95
Beyond superheroes and advocacy
Mark A. Smylie, Jonathan Eckert
Educational Management Administration & Leadership (2017) Vol. 46, Iss. 4, pp. 556-577
Closed Access | Times Cited: 91
How leader role identity influences the process of leader emergence: A social network analysis
Navio Kwok, Samuel Hanig, Douglas J. Brown, et al.
The Leadership Quarterly (2018) Vol. 29, Iss. 6, pp. 648-662
Closed Access | Times Cited: 90
Just what do we think we are doing? Learning outcomes of leader and leadership development
David Wallace, Elisa M. Torres, Stephen J. Zaccaro
The Leadership Quarterly (2021) Vol. 32, Iss. 5, pp. 101494-101494
Open Access | Times Cited: 70
Leadership development: The current state and future expectations.
Ronald E. Riggio
Consulting psychology journal (2008) Vol. 60, Iss. 4, pp. 383-392
Closed Access | Times Cited: 126
Games Managers Play: Play as a Form of Leadership Development
Ronit Kark
Academy of Management Learning and Education (2011) Vol. 10, Iss. 3, pp. 507-527
Closed Access | Times Cited: 113
Leader and follower attachment styles: Implications for authentic leader–follower relationships
Amanda S. Hinojosa, Kelly Davis McCauley, Brandon Randolph-Seng, et al.
The Leadership Quarterly (2014) Vol. 25, Iss. 3, pp. 595-610
Closed Access | Times Cited: 93
An integrative process model of leadership: Examining loci, mechanisms, and event cycles.
Marion B. Eberly, Michael D. Johnson, Morela Hernandez, et al.
American Psychologist (2013) Vol. 68, Iss. 6, pp. 427-443
Closed Access | Times Cited: 89
Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes
Aybars Tunçdoğan, Oguz A. Acar, Daan Stam
The Leadership Quarterly (2016) Vol. 28, Iss. 1, pp. 40-64
Open Access | Times Cited: 84
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