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The Leadership Quarterly : State of the journal

Published on Feb 1, 2019in Leadership Quarterly 5.63
· DOI :10.1016/j.leaqua.2019.01.001
John Antonakis30
Estimated H-index: 30
(UNIL: University of Lausanne),
George C. Banks21
Estimated H-index: 21
(UNCC: University of North Carolina at Charlotte)
+ 17 AuthorsRoberto A. Weber12
Estimated H-index: 12
(UZH: University of Zurich)
The Leadership Quarterly has developed the reputation of being the custodian of the best multidisciplinary scientific research focusing on leadership. This reputation has been the result of the efforts of successive editorial teams who laid important foundations in building the journal (see joint article from former editors: Atwater, Mumford, Tosi, & Yammarino, 2014). We are passionate about scientific discovery and aspire to publish the best leadership research, on par with that of the top general journals. Thus, as current guardians of the journal's scientific record, we realize the enormous responsibility we have in shaping what is published and in signaling to the field what types of research we value. In this editorial, we discuss the importance afforded to leadership as a scientific discipline, take stock of the first two years of our term, explain the current editorial policy, and report on how the journal is doing and where it is heading.
  • References (67)
  • Citations (0)
Published on Feb 1, 2019in Leadership Quarterly 5.63
Philip M. Podsakoff5
Estimated H-index: 5
(College of Business Administration),
Nathan P. Podsakoff21
Estimated H-index: 21
(UA: University of Arizona)
Abstract Despite the renewed interest in the use of experimental designs in the fields of leadership and management over the past few decades, these designs are still relatively underutilized. Although there are several potential reasons for this, chief among them is misunderstanding the value of these designs. The purpose of this article is to review the role of laboratory, field, and quasi-experimental designs in management and leadership research. We first discuss the primary goals of experim...
Published on Oct 1, 2018in Leadership Quarterly 5.63
David J. Hughes7
Estimated H-index: 7
(University of Manchester),
Allan Lee7
Estimated H-index: 7
(University of Exeter)
+ 2 AuthorsAlison Legood4
Estimated H-index: 4
(Aston University)
Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic ana...
Published on Sep 14, 2018in BMJ 27.60
Janice Hopkins Tanne10
Estimated H-index: 10
Cannibalism isn’t very nutritious, roller coasters can remove kidney stones, self colonoscopy is a useful idea, postage stamps can evaluate nocturnal penile erections, human saliva is a good cleaning agent, and other surprising discoveries won Ig Nobel Awards last night at Harvard University in Cambridge, Massachusetts. The Ig Nobels are for research that first makes people laugh and then makes them think. They are given annually by the science humour magazine Annals of Improbable Research , the...
Published on Aug 3, 2018in Science 41.04
Micah G. Edelson6
Estimated H-index: 6
(UZH: University of Zurich),
Rafael Polanía17
Estimated H-index: 17
(ETH Zurich)
+ 2 AuthorsTodd A. Hare33
Estimated H-index: 33
(UZH: University of Zurich)
INTRODUCTION Decisions as diverse as committing soldiers to the battlefield or picking a school for your child share a basic attribute: assuming responsibility for the outcome of others. This responsibility is inherent in the roles of prime ministers and generals, as well as in the more quotidian roles of firm managers, schoolteachers, and parents. Here we identify the underlying behavioral, computational, and neurobiological mechanisms that determine the choice to assume responsibility over oth...
Published on Feb 1, 2018in Leadership Quarterly 5.63
Lindie H. Liang4
Estimated H-index: 4
(WLU: Wilfrid Laurier University),
Douglas J. Brown29
Estimated H-index: 29
(UW: University of Waterloo)
+ 3 AuthorsLisa M. Keeping14
Estimated H-index: 14
(WLU: Wilfrid Laurier University)
Abstract When a subordinate receives abusive treatment from a supervisor, a natural response is to retaliate against the supervisor. Although retaliation is dysfunctional and should be discouraged, we examine the potential functional role retaliation plays in terms of alleviating the negative consequences of abusive supervision on subordinate justice perceptions. Based on the notion that retaliation following mistreatment can restore justice for victims, we propose a model whereby retaliation fo...
Published on Dec 1, 2017in Journal of the European Economic Association 3.30
Giovanna d'Adda5
Estimated H-index: 5
(Polytechnic University of Milan),
Donja Darai4
Estimated H-index: 4
(UZH: University of Zurich),
Roberto A. Weber24
Estimated H-index: 24
(CES: Center for Economic Studies)
We study whether leaders influence the unethical conduct of followers. To avoid selection issues present in natural environments, we use a laboratory experiment in which we form groups and assign leadership roles at random. We study an environment in which groups compete, with dishonest behavior enhancing group earnings to the detriment of social welfare. We vary, by treatment, two instruments through which leaders can influence follower conduct—prominent statements to the group and the allocati...
Published on Aug 1, 2017in Leadership Quarterly 5.63
George C. Banks21
Estimated H-index: 21
(UNCC: University of North Carolina at Charlotte),
Krista N. Engemann1
Estimated H-index: 1
(UNCC: University of North Carolina at Charlotte)
+ 3 AuthorsMelissa R. Medaugh1
Estimated H-index: 1
(UNCC: University of North Carolina at Charlotte)
Charismatic leadership is a critical construct that draws much attention from both academic and practitioner literatures. Despite the positive attention received by the charisma construct, some have criticized its conceptualization and measurement. These critiques have, in turn, cast doubt on what we know regarding the antecedents and outcomes of charismatic leadership. In this review, we adopt a recently developed definition of charismatic leadership and then conduct a meta-analysis of its ante...
Published on May 1, 2017in Journal of Management Studies 5.84
Patrick M. Wright52
Estimated H-index: 52
(USC: University of South Carolina)
Cited By0