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Cited by

• 2010Self-Leadership: A Multilevel Review426 cited
• 2006The importance of self‐ and shared leadership in team based knowledge work323 cited
• 2003The connection between trust and knowledge management: what are its implications for team performance300 cited
• 2005Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?266 cited
• 2003Top management team process, shared leadership, and new venture performance: a theoretical model and research agenda240 cited
• 2007Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control232 cited
• 2011Linking leadership empowerment behaviour to employee attitudes and behavioural intentions205 cited
• 2006The forgotten follower: a contingency model of leadership and follower self‐leadership205 cited
• 2008When should a leader be directive or empowering? How to develop your own situational theory of leadership190 cited
• 2018Managing open innovation187 cited
• 2011Alternative Approaches for Studying Shared and Distributed Leadership177 cited
• 2002Transformational and transactional leadership enabling (disabling) knowledge acquisition of self‐managed teams: the consequences for performance156 cited
• 2017Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy