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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:

Shared Authentic Leadership and New Venture Performance
Keith M. Hmieleski, Michael S. Cole, Robert A. Baron
Journal of Management (2011) Vol. 38, Iss. 5, pp. 1476-1499
Closed Access | Times Cited: 250

Showing 1-25 of 250 citing articles:

The Microfoundations Movement in Strategy and Organization Theory
Teppo Felin, Nicolai J. Foss, Robert E. Ployhart
Academy of Management Annals (2015) Vol. 9, Iss. 1, pp. 575-632
Closed Access | Times Cited: 801
A meta-analysis of shared leadership and team effectiveness.
Danni Wang, David A. Waldman, Zhen Zhang
Journal of Applied Psychology (2013) Vol. 99, Iss. 2, pp. 181-198
Closed Access | Times Cited: 610
A meta-analytic review of authentic and transformational leadership: A test for redundancy
George C. Banks, Kelly Davis McCauley, William L. Gardner, et al.
The Leadership Quarterly (2016) Vol. 27, Iss. 4, pp. 634-652
Closed Access | Times Cited: 515
New Venture Teams
Anthony C. Klotz, Keith M. Hmieleski, Bret Bradley, et al.
Journal of Management (2013) Vol. 40, Iss. 1, pp. 226-255
Closed Access | Times Cited: 502
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations
Lauren D’Innocenzo, John E. Mathieu, Michael Kukenberger
Journal of Management (2014) Vol. 42, Iss. 7, pp. 1964-1991
Closed Access | Times Cited: 499
Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership
G. James Lemoine, Chad A. Hartnell, Hannes Leroy
Academy of Management Annals (2018) Vol. 13, Iss. 1, pp. 148-187
Open Access | Times Cited: 455
The Microfoundations Movement in Strategy and Organization Theory
Teppo Felin, Nicolai J. Foss, Robert E. Ployhart
Academy of Management Annals (2015) Vol. 9, Iss. 1, pp. 575-632
Closed Access | Times Cited: 442
Funders' positive affective reactions to entrepreneurs' crowdfunding pitches: The influence of perceived product creativity and entrepreneurial passion
Blakley C. Davis, Keith M. Hmieleski, Justin W. Webb, et al.
Journal of Business Venturing (2016) Vol. 32, Iss. 1, pp. 90-106
Closed Access | Times Cited: 436
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance
Hannes Leroy, Frederik Anseel, William L. Gardner, et al.
Journal of Management (2012) Vol. 41, Iss. 6, pp. 1677-1697
Open Access | Times Cited: 396
The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships
Vias Nicolaides, Kate LaPort, Tiffani R. Chen, et al.
The Leadership Quarterly (2014) Vol. 25, Iss. 5, pp. 923-942
Closed Access | Times Cited: 330
Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity
Julia E. Hoch
Journal of Business and Psychology (2012) Vol. 28, Iss. 2, pp. 159-174
Closed Access | Times Cited: 326
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: 319
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: 313
What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation
Heather J. Anderson, John E. Baur, Jennifer A. Griffith, et al.
The Leadership Quarterly (2017) Vol. 28, Iss. 1, pp. 245-260
Closed Access | Times Cited: 263
The impact of Transformational and Authentic leadership on innovation in higher education: The contingent role of knowledge sharing
Hamzah Elrehail, Okechukwu Lawrence Emeagwali, Abdallah Alsaad, et al.
Telematics and Informatics (2017) Vol. 35, Iss. 1, pp. 55-67
Closed Access | Times Cited: 263
Disentangling the antecedents of ambidexterity: Exploration and exploitation
Oksana Koryak, Andy Lockett, James C. Hayton, et al.
Research Policy (2018) Vol. 47, Iss. 2, pp. 413-427
Open Access | Times Cited: 263
Group Affect
Sigal G. Barsade, Andrew P. Knight
Annual Review of Organizational Psychology and Organizational Behavior (2015) Vol. 2, Iss. 1, pp. 21-46
Open Access | Times Cited: 239
The dynamics of shared leadership: Building trust and enhancing performance.
Marcus Drescher, M. Audrey Korsgaard, Isabell M. Welpe, et al.
Journal of Applied Psychology (2014) Vol. 99, Iss. 5, pp. 771-783
Closed Access | Times Cited: 217
Beyond cultural values? Cultural leadership ideals and entrepreneurship
Ute Stephan, Saurav Pathak
Journal of Business Venturing (2016) Vol. 31, Iss. 5, pp. 505-523
Open Access | Times Cited: 181
The Dark Triad and Nascent Entrepreneurship: An Examination of Unproductive versus Productive Entrepreneurial Motives
Keith M. Hmieleski, Daniel Lerner
Journal of Small Business Management (2016) Vol. 54, pp. 7-32
Closed Access | Times Cited: 173
Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations
E. Sandra, Patricia Faison Hewlin, Laura Morgan Roberts, et al.
Academy of Management Annals (2019) Vol. 13, Iss. 2, pp. 633-671
Open Access | Times Cited: 170
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
The impact of entrepreneurial leadership on SMEs’ performance: the mediating effects of organizational factors
Phuong V. Nguyen, Hien Thi Ngoc Huynh, Long Nguyen Hai Lam, et al.
Heliyon (2021) Vol. 7, Iss. 6, pp. e07326-e07326
Open Access | Times Cited: 125
A fatal flaw: Positive leadership style research creates causal illusions
Thomas Fischer, Joerg Dietz, John Antonakis
The Leadership Quarterly (2024) Vol. 35, Iss. 3, pp. 101771-101771
Open Access | Times Cited: 19
Positive is usually good, negative is not always bad: The effects of group affect on social integration and task performance.
Andrew P. Knight, Noah Eisenkraft
Journal of Applied Psychology (2014) Vol. 100, Iss. 4, pp. 1214-1227
Closed Access | Times Cited: 174
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