Terkko Navigator / The leadership quarterly

I can, I am: Differential predictors of leader efficacy and identity trajectories in leader development

Effects of charismatic leadership and rewards on individual performance

Economic perspectives on leadership: Concepts, causality, and context in leadership research

How to prevent leadership hubris? Comparing competitive selections, lotteries, and their combination

Virtues-centered moral identity: An identity-based explanation of the functioning of virtuous leadership

Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables

Testing the babble hypothesis: Speaking time predicts leader emergence in small groups

From genes to minds to cultures: Evolutionary approaches to leadership

Tinbergen's take on the evolution of leadership: A framework for clarifying and integrating contributions

A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed

The Leadership Quarterly yearly review: Comprehensive and integrative perspectives on leadership research, theory, and methods

The Leadership Quarterly Yearly Review (LQYR) for 2022

A critique of the Leader-Member Exchange construct: Back to square one

The relative importance of participative versus decisive behavior in predicting stakeholders' perceptions of leader effectiveness

A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility

The leadership trilogy: A review of the third decade of the leadership quarterly

Leader development across the lifespan: A dynamic experiences-grounded approach

Careless responding in questionnaire measures: Detection, impact, and remedies

Words and deeds – Experimental evidence on leading-by-example

What is strategic leadership? Developing a framework for future research

Functional leadership in interteam contexts: Understanding ‘what’ in the context of why? where? when? and who?

Leading teams in the digital age: Four perspectives on technology and what they mean for leading teams

Leader-follower transgressions, relationship repair strategies and outcomes: A state-of-the-science review and a way forward

A juggling act: CEO polychronicity and firm innovation

In pursuit of causality in leadership training research: A review and pragmatic recommendations

Exploring why leaders do what they do: An integrative review of the situation-trait approach and situation-encoding schemas

Merger-specific trust cues in the development of trust in new supervisors during an organizational merger: A naturally occurring quasi-experiment

Leadership of socio-political vanguards: A review and future directions

Four decades of CEO–TMT interface research: A review inspired by role theory

The impact of leader communication on free-riding: An incentivized experiment with empowering and directive styles

Economic assumptions and economic context: Implications for the study of leadership

Natural experiments in leadership research: An introduction, review, and guidelines

The forms and use of intuition in top management teams

Does an attractive partner make you a better leader? Only if you are a male!

Achieving leadership and success: A 28-year follow-up of college women leaders

Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs

Leading day-to-day: A review of the daily causes and consequences of leadership behaviors

The diversity gap in leadership: What are we missing in current theorizing?

Nurturing overconfidence: The relationship between leader power, overconfidence and firm performance

From competency to conversation: A multi-perspective approach to collective leadership development

Hierarchical leadership versus self-management in teams: Goal orientation diversity as moderator of their relative effectiveness

When are women willing to lead? The effect of team gender composition and gendered tasks

Inclusion is not a slam dunk: A study of differential leadership outcomes in the absence of a glass cliff