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Cited by

• 1997Effects of Leader Role, Team-Set Goal Difficulty, Efficacy, and Tactics on Team Effectiveness268 cited
• 2004Shared leadership: Toward a multi-level theory of leadership262 cited
• 2003Top management team process, shared leadership, and new venture performance: a theoretical model and research agenda240 cited
• 1997A HIERARCHICAL CONSTRUCT OF SELF‐MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS230 cited
• 1995Leadership for Self-Managing Work Teams: A Typology and Integrative Model224 cited
• 2000Knowledge Management and New Organization Forms201 cited
• 1992Self-Leading Work Teams: Moving Beyond Self-Management Myths194 cited
• 1999Empowered Selling Teams: How Shared Leadership Can Contribute to Selling Team Outcomes182 cited
• 2011Alternative Approaches for Studying Shared and Distributed Leadership177 cited
• 2015Positive effects of laissez-faire leadership: conceptual exploration150 cited
• 2007Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership144 cited
• 2017Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy144 cited
• 2019Self‐leadership in the context of part‐time teleworking