Default: Leadership Quarterly

ISSN: 1048-9843

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Leadership Quarterly Q1 Unclaimed

Elsevier Inc. United States
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Leadership Quarterly is a journal indexed in SJR in Sociology and Political Science and Business and International Management with an H index of 175. It has an SJR impact factor of 4,331 and it has a best quartile of Q1. It is published in English. It has an SJR impact factor of 4,331.

Leadership Quarterly focuses its scope in these topics and keywords: leadership, follower, role, trait, mediating, retraction, predictors, levels, quarterly, problema, ...

Type: Journal

Type of Copyright:

Languages: English

Open Access Policy: Open Choice

Type of publications:

Publication frecuency: -


Leadership Quarterly


SJR Impact factor


H Index


Total Docs (Last Year)


Total Docs (3 years)


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Citable Docs (3 years)


Cites/Doc (2 years)




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Aims and Scope

leadership, follower, role, trait, mediating, retraction, predictors, levels, quarterly, problema, potential, positivity, positive, philosophies, performance, perceptions, notice, negativitypersonality, agreement, leader, job, implications, preventionleader, formation, contexts, contemporary, cognition, affectthe, charisma, authentic, assumptions, articles, anxiety,

Best articles by citations

The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory

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LQ announcement: Book review editor change

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Leadership and the new science: Learning about organization from an orderly universe

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The role of affect and affective congruence in perceptions of leaders: an experimental study

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On Malcolm X: Epic biography and black leadership

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The mismeasure of man(agement) and its implications for leadership research

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Center for creative leadership "Best Paper Awards" for The Leadership Quarterly, 1990-1993

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Introduction: Sayles' Managerial Behavior

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Erratum to "Identifying paradox: A grounded theory of leadership in overcoming resistance to change" [The leadership Quarterly 15(2004)467 - 49]

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Process-based leadership: Fair procedures and reactions to organizational change

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Transformational leadership, goal difficulty, and job design: independent and interactive effects on employee outcomes

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From airy-fairy ideas to concrete realities: The case of shared farming

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Within- and between-entity analyses in multilevel research:

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Unanticipated consequences of using behavior technology

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Leadership in collaboration: A longitudinal study of two interorganizational rule-making groups

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Research on leadership in a cross-cultural context: Making progress, and raising new questions

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The effects of visionary and crisis-responsive charisma on followers

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All God's children: Leading diversity in churches as organizations

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The great disappearing act: difficulties in doing "leadership"

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Leadership in organizations

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Quantitative methods special series

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Leadership lessons from Mount Rushmore: an interview with James MacGregor Burns

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Moderating role of subordinates' attitudes on transformational leadership and effectiveness: A multi-cultural and multi-level perspective

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The servant identity: Influences on the cognition and behavior of servant leaders

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