Leadership in layers: An integrative review on skip-level leadership and an agenda for future research

No abstract is available for this paper.

• Publication year

  2025

• Venue

  Leadership Quarterly

• Publication date

  2025-11-01

• Fields of study

  Not labeled

• Identifiers
  DOI 10.1016/j.leaqua.2025.101930
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar

• No claims are published for this paper.

• No concepts are published for this paper.

• Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Research

  2025cited by this paper
• Seeing the good in the bad: A self-affirmation model of organizational dehumanization.

  2025cited by this paper
• The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”

  2024cited by this paper
• Trust building strategies for virtual leaders in the post pandemic era

  2024cited by this paper
• Voice Work, Upward Influence during Change ‘When Time is of the Essence’

  2024cited by this paper
• The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence

  2024cited by this paper
• Leadership in virtual work settings: what we know, what we do not know, and what we need to do

  2023cited by this paper
• The trickle-down effect of mayors’ and administrators’ change leadership on employees’ change-supportive behaviour during COVID-19: The importance of local root similarity

  2023cited by this paper
• Perceptions of support trickle down: Effects on energetic resources via psychological empowerment

  2023cited by this paper
• Common Method Bias: It's Bad, It's Complex, It's Widespread, and It's Not Easy to Fix

  2023cited by this paper
• Instrumental variables estimation: Assumptions, pitfalls, and guidelines

  2023cited by this paper
• Common methodological mistakes

  2023cited by this paper
• Are the effects of servant leadership only spurious? The state of research on the causal effects of servant leadership, recommendations, and an illustrative experiment

  2023cited by this paper
• Holding Abusive Managers in Contempt: Why and When Experienced Abusive Supervision Motivates Enacted Interpersonal Justice Toward Subordinates

  2023cited by this paper
• The trickle-down effect of leader mindfulness on employee creative deviance behavior: A moderated mediation model

  2023cited by this paper
• The triangulation of ethical leader signals using qualitative, experimental, and data science methods

  2022cited by this paper
• Intragroup conflict dynamics and their linkages with horizontal power disparity configurations, upper management conflicts and coworker support

  2022cited by this paper
• Leadership Styles: A Comprehensive Assessment and Way Forward

  2022cited by this paper
• The Importance of the Leaders’ and Coaches’ Motivating Style for Sports Club Members’ Motivation to Participate in Organized Sports: Study of Trickle-Down Effects

  2022cited by this paper
• A trickle-down model of organizational embodiment and the impact of supervisor neuroticism

  2022cited by this paper
• How and when top manager authentic leadership influences team voice: A moderated mediation model

  2022cited by this paper
• Let’s agree about nice leaders: A literature review and meta-analysis of agreeableness and its relationship with leadership outcomes

  2022cited by this paper
• Communal solidarity in extreme environments: The role of servant leadership and social resources in building serving culture and service performance

  2021cited by this paper
• Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond

  2021cited by this paper
• The Trickle-Down Effect of Authoritarian Leadership on Unethical Employee Behavior: A Cross-Level Moderated Mediation Model

  2021cited by this paper
• The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate

  2021cited by this paper
• The role of top-level supportive leadership: A multilevel, trickle-down, moderating effects test in Chinese hospitality and tourism firms

  2021cited by this paper
• Abusive supervision: A systematic review and fundamental rethink

  2021cited by this paper
• The tone at the top: a trickle-down model of how manager anger relates to employee moral behaviour

  2020cited by this paper
• Endogeneity: A Review and Agenda for the Methodology-Practice Divide Affecting Micro and Macro Research

  2020cited by this paper
• Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda

  2020cited by this paper
• Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders

  2020cited by this paper
• The Trickle-Down Effect of Abusive Supervision: The Moderating Effects of Supervisors’ Task Performance and Employee Promotion Focus

  2020cited by this paper
• Extending the trickle-down model of abusive supervision. The role of moral disengagement

  2020cited by this paper
• Effects of Leader Networking Behaviors and Vertical Faultlines on Support for Innovation

  2020cited by this paper
• Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables

  2020cited by this paper
• Gender Diversity in Spanish Banks: Trickle-Down and Productivity Effects

  2020cited by this paper
• The trickle-down effect of empowering leadership: a boundary condition of performance pressure

  2020cited by this paper
• How Lack of Integrity and Tyrannical Leadership of Managers Influence Employee Improvement-Oriented Behaviors

  2020cited by this paper
• Characterization of Models for Identifying Physical and Cognitive Frailty in Older Adults With Diabetes: Systematic Review and Meta-Analysis

  2020cited by this paper
• Supervision Incivility and Employee Psychological Safety in the Workplace

  2020cited by this paper
• Trickle-down effect of benevolent leadership on unethical employee behavior: a cross-level moderated mediation model

  2020cited by this paper
• Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership

  2020cited by this paper
• Addressing common method variance and endogeneity in vocational behavior research: A review of the literature and suggestions for future research

  2020cited by this paper
• The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence

  2019cited by this paper
• How to Do a Systematic Review: A Best Practice Guide for Conducting and Reporting Narrative Reviews, Meta-Analyses, and Meta-Syntheses.

  2019cited by this paper
• Experimental designs in management and leadership research: Strengths, limitations, and recommendations for improving publishability

  2019cited by this paper
• When Is Proactivity Wise? A Review of Factors That Influence the Individual Outcomes of Proactive Behavior

  2019cited by this paper
• Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance

  2019cited by this paper
• Warning for excessive positivity: Authentic leadership and other traps in leadership studies

  2019cited by this paper
• A trickle-down effect of subordinates’ felt trust

  2019cited by this paper
• Human resource differentiation: A theoretical paper integrating co‐workers' perspective and context

  2019cited by this paper
• How supervisors respond to employee voice: an experimental study in China and Japan

  2019cited by this paper
• Finding the right fuel for the analytical engine: Expanding the leader trait paradigm through machine learning?

  2019cited by this paper
• Archival Data in Micro-Organizational Research: A Toolkit for Moving to a Broader Set of Topics

  2018cited by this paper
• Trickle-Down Effects of Perceived Leader Integrity on Employee Creativity: A Moderated Mediation Model

  2018cited by this paper
• Does the Influence of Empowering Leadership Trickle Down? Evidence From Law Enforcement Organizations

  2018cited by this paper
• Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions

  2018cited by this paper
• A three-level examination of the cascading effects of ethical leadership on employee outcomes: A moderated mediation analysis

  2018cited by this paper
• Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena

  2018cited by this paper
• The Trickle-Down Effects of Perceived Trustworthiness on Subordinate Performance

  2018cited by this paper
• On doing relevant and rigorous experiments: Review and recommendations

  2018cited by this paper
• The trickle‐down effect of ethical leadership in nonprofit soccer clubs

  2018cited by this paper
• An Examination of Organizational Dissent Events and Communication Channels: Perspectives of a Dissenter, Supervisors, and Coworkers

  2017cited by this paper
• Control Variables in Leadership Research: A Qualitative and Quantitative Review

  2017cited by this paper
• Multilevel model of management support and casino employee turnover intention

  2017cited by this paper
• Lagged Explanatory Variables and the Estimation of Causal Effect

  2017cited by this paper
• Trust in Direct Leaders and Top Leaders: A Trickle-Up Model

  2017cited by this paper
• On doing better science: From thrill of discovery to policy implications

  2017cited by this paper
• Is R&D risky?

  2017cited by this paper
• Sample Selection Bias and Heckman Models in Strategic Management Research

  2016cited by this paper
• Impression Management in Organizations: Critical Questions, Answers, and Areas for Future Research

  2016cited by this paper
• A Multi-level Investigation of Authentic Leadership as an Antecedent of Helping Behavior

  2016cited by this paper
• Longitudinal Analysis in Occupational Health Psychology: A Review and Tutorial of Three Longitudinal Modeling Techniques

  2016cited by this paper
• Correcting for Self-selection Based Endogeneity in Management Research

  2016cited by this paper
• Statistical control in correlational studies: 10 essential recommendations for organizational researchers.

  2016cited by this paper
• Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

  2015cited by this paper
• Ideal, nonideal, and no-marker variables: The confirmatory factor analysis (CFA) marker technique works when it matters.

  2015cited by this paper
• Microfoundations of Partnerships: Exploring the Role of Employees in Trickle Effects

  2015cited by this paper
• Traditional Chinese leadership and employee voice behavior: A cross-level examination

  2015cited by this paper
• Exploring the Nature of Power Distance

  2014cited by this paper
• Followership theory: A review and research agenda ☆

  2014cited by this paper
• Dissenters, Managers, and Coworkers

  2013cited by this paper
• The relational antecedents of voice targeted at different leaders.

  2013cited by this paper
• A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?

  2013cited by this paper
• Trickle-down effects of supervisor perceptions of interactional justice: a moderated mediation approach.

  2013cited by this paper
• On the value of aiming high: the causes and consequences of ambition.

  2012cited by this paper
• Embedding Ethical Leadership within and across Organization Levels

  2012cited by this paper
• Building understanding in strategy research: The importance of employing consistent terminology and convergent measures

  2012cited by this paper
• The Dark Side of Leadership: A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity

  2012cited by this paper
• A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION

  2012cited by this paper
• Employee Voice Behavior: Integration and Directions for Future Research

  2011cited by this paper
• Temporal Diversity and Team Performance: The Moderating Role of Team Temporal Leadership

  2011cited by this paper
• Whither Middle Management? Empowering Interface and the Failure of Organizational Change

  2011cited by this paper
• Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice

  2010cited by this paper
• On making causal claims: A review and recommendations

  2010cited by this paper
• Trickle Effects of Cross-Sector Social Partnerships

  2010cited by this paper
• Middle manager leadership and frontline employee performance: Bypass, cascading, and moderating effects

  2010cited by this paper
• The Role of Leaders in Internal Marketing

  2008cited by this paper
• Authentic Leadership: Development and Validation of a Theory-Based Measure†

  2008cited by this paper

• What explains, what works, and what we can claim: Seven cases of rigorous review research

  2026cites this paper