Craig L. Pearce

12.5k total citations · 5 hit papers
81 papers, 7.7k citations indexed

About

Craig L. Pearce is a scholar working on Organizational Behavior and Human Resource Management, Social Psychology and Strategy and Management. According to data from OpenAlex, Craig L. Pearce has authored 81 papers receiving a total of 7.7k indexed citations (citations by other indexed papers that have themselves been cited), including 41 papers in Organizational Behavior and Human Resource Management, 24 papers in Social Psychology and 16 papers in Strategy and Management. Recurrent topics in Craig L. Pearce's work include Job Satisfaction and Organizational Behavior (28 papers), Team Dynamics and Performance (14 papers) and Management and Organizational Studies (11 papers). Craig L. Pearce is often cited by papers focused on Job Satisfaction and Organizational Behavior (28 papers), Team Dynamics and Performance (14 papers) and Management and Organizational Studies (11 papers). Craig L. Pearce collaborates with scholars based in United States, Türkiye and Germany. Craig L. Pearce's co-authors include Henry P. Sims, Michael D. Ensley, Jay A. Conger, Charles C. Manz, Keith M. Hmieleski, Joseph E. Justin, Robert P. Vecchio, Ken Smith, Ken G. Smith and Judy D. Olian and has published in prestigious journals such as Strategic Management Journal, Journal of Management and Journal of Business Ethics.

In The Last Decade

Craig L. Pearce

78 papers receiving 6.9k citations

Hit Papers

5 papers align trajectories

What are hit papers?

Hit papers significantly outperform the citation benchmark for their cohort. A paper qualifies if it has ≥500 total citations, achieves ≥1.5× the top-1% citation threshold for papers in the same subfield and year (this is the minimum needed to enter the top 1%, not the average within it), or reaches the top citation threshold in at least one of its specific research topics.

Shared Leadership: Reframing the Hows and Whys of Leadership

2003 1.1k citations Craig L. Pearce, Jay A. Conger profile →
Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

2002 834 citations Craig L. Pearce, Henry P. Sims profile →
Top management team diversity, group process, and strategic consensus

1999 621 citations Craig L. Pearce, Henry P. Sims et al. profile →
The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups

2006 563 citations Michael D. Ensley, Keith M. Hmieleski et al. The Leadership Quarterly profile →
The future of leadership: Combining vertical and shared leadership to transform knowledge work

2004 505 citations Craig L. Pearce profile →

Peers — A (Enhanced Table)

Peers by citation overlap · career bar shows stage (early→late) cites · hero ref

Name	h						Papers	Cites
Craig L. Pearce United States	36	4.2k	2.3k	2.0k	1.0k	1.0k	81	7.7k
Leanne Atwater United States	41	4.1k 1.0×	2.6k 1.1×	1.6k 0.8×	1.4k 1.4×	1.0k 1.0×	111	8.8k
M. Ronald Buckley United States	50	4.7k 1.1×	2.3k 1.0×	1.5k 0.8×	2.5k 2.4×	639 0.6×	190	9.9k
Wayne F. Cascio United States	47	4.7k 1.1×	1.9k 0.9×	1.3k 0.6×	1.4k 1.3×	578 0.6×	144	9.8k
Charles C. Manz United States	51	4.8k 1.1×	2.9k 1.3×	1.8k 0.9×	1.2k 1.1×	756 0.8×	133	9.0k
M. Susan Taylor United States	38	4.9k 1.2×	1.6k 0.7×	1.9k 1.0×	1.9k 1.8×	619 0.6×	63	8.9k
Dong I. Jung United States	22	4.8k 1.1×	2.1k 0.9×	2.3k 1.1×	1.0k 1.0×	521 0.5×	28	8.2k
Ronald F. Piccolo United States	25	5.9k 1.4×	3.1k 1.4×	1.6k 0.8×	1.9k 1.8×	505 0.5×	38	9.6k
Paul J. Hanges United States	30	3.0k 0.7×	2.0k 0.9×	1.2k 0.6×	1.7k 1.7×	693 0.7×	71	7.0k
Paul E. Tesluk United States	33	3.7k 0.9×	3.0k 1.3×	1.8k 0.9×	1.9k 1.8×	771 0.8×	50	8.3k
Deanne N. Den Hartog Netherlands	58	7.6k 1.8×	3.0k 1.3×	2.5k 1.3×	2.3k 2.2×	600 0.6×	120	12.5k

Countries citing papers authored by Craig L. Pearce

Since Specialization

Citations

This map shows the geographic impact of Craig L. Pearce's research. It shows the number of citations coming from papers published by authors working in each country. You can also color the map by specialization and compare the number of citations received by Craig L. Pearce with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Craig L. Pearce more than expected).

Fields of papers citing papers by Craig L. Pearce

Since Specialization

Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Craig L. Pearce. Nodes represent research fields, and links connect fields that are likely to share authors. Colored nodes show fields that tend to cite the papers produced by Craig L. Pearce. The network helps show where Craig L. Pearce may publish in the future.

Co-authorship network of co-authors of Craig L. Pearce

This figure shows the co-authorship network connecting the top 25 collaborators of Craig L. Pearce. A scholar is included among the top collaborators of Craig L. Pearce based on the total number of citations received by their joint publications. Widths of edges represent the number of papers authors have co-authored together. Node borders signify the number of papers an author published with Craig L. Pearce. Craig L. Pearce is excluded from the visualization to improve readability, since they are connected to all nodes in the network.

All Works

Sort: Min cites: Since: Top N: Style:

20 of 20 papers shown

Pearce, Craig L.. (2024). Leaders and followers in transition: building the shared leadership memory bank. Human Resource Development International. 28(5). 844–855. 1 indexed citations

Pearce, Craig L. & Daan van Knippenberg. (2023). Moderated paradoxical leadership: Resolving the innovation team leadership conundrum. Journal of Product Innovation Management. 41(1). 3–11. 6 indexed citations

Pearce, Craig L., et al.. (2023). The Trouble with Teams… and Team Leadership: Toward a Research Agenda on the Paradoxical Nature and Reciprocal Dynamics of Vertical and Shared Leadership. 2(3). 8 indexed citations

Houghton, Jeffery D., et al.. (2021). Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes. European Journal of Work and Organizational Psychology. 31(2). 273–291. 39 indexed citations

Manz, Charles C., Jeffery D. Houghton, Christopher P. Neck, Mel Fugate, & Craig L. Pearce. (2016). Whistle While You Work. Journal of Leadership & Organizational Studies. 23(4). 374–386. 26 indexed citations

Pearce, Craig L. & Günter K. Stahl. (2015). Introduction to the special issue. Organizational Dynamics. 44(2). 83–86. 4 indexed citations

Pearce, Craig L.. (2015). Developmental health services leadership: Integrating hierarchical and shared leadership for health services organizational learning. Health Services Management Research. 28(3-4). 76–82. 4 indexed citations

Pearce, Craig L., et al.. (2014). Virtuous leadership revisited: the case of Hüsnü Özyeğin of FIBA Holding. Journal of Management Spirituality & Religion. 11(3). 196–207. 1 indexed citations

Pearce, Craig L. & Christina L. Wassenaar. (2013). Leadership is like fine wine. Organizational Dynamics. 43(1). 9–16. 15 indexed citations

10.

Wang, Hui, et al.. (2013). Consideration for future consequences as an antecedent of transformational leadership behavior: The moderating effects of perceived dynamic work environment. The Leadership Quarterly. 25(2). 329–343. 57 indexed citations

11.

Pearce, Craig L., Charles C. Manz, & Henry P. Sims. (2013). Share, Don’t Take the Lead. Scholarship - Claremont (Claremont Colleges). 2 indexed citations

12.

Wegge, Jürgen, Hans Jeppe Jeppesen, Wolfgang Weber, et al.. (2010). Promoting Work Motivation in Organizations. Journal of Personnel Psychology. 9(4). 154–171. 56 indexed citations

13.

Vecchio, Robert P., Joseph E. Justin, & Craig L. Pearce. (2009). The Influence of Leader Humor on Relationships between Leader Behavior and Follower Outcomes. Journal of managerial issues. 21(2). 171–194. 53 indexed citations

14.

Pearce, Craig L.. (2008). Follow the Leaders: You’ve created a team to solve a problem; Here’s some advice: Don’t put one person in charge. European Urology. 21(2). 169–71. 1 indexed citations

15.

Pearce, Craig L., Jay A. Conger, & Edwin A. Locke. (2008). Shared leadership theory. The Leadership Quarterly. 19(5). 622–628. 157 indexed citations

16.

Ensley, Michael D., Keith M. Hmieleski, & Craig L. Pearce. (2006). The Importance of Vertical and Shared Leadership within New Venture Top Management Teams: Implications for the Performance of Startups. Insecta mundi. 14 indexed citations

17.

Ensley, Michael D., Keith M. Hmieleski, & Craig L. Pearce. (2006). The Moderating Effect of Environmental Dynamism on the Relationship between Entrepreneur Leadership Behavior and New Venture Performance. SSRN Electronic Journal. 17 indexed citations

18.

Pearce, Craig L. & Jay A. Conger. (2003). Shared Leadership: Reframing the Hows and Whys of Leadership. 1057 indexed citations breakdown →

19.

Pearce, Craig L.. (2002). Más allá del liderazgo heroico: como el buen vino, el liderazgo es algo para ser compartido. 53–64. 1 indexed citations

20.

Pearce, Craig L., et al.. (1999). An Exploratory Examination of Gainsharing in Service Organizations: Implications for Organizational Citizenship Behavior and Pay Satisfaction. Journal of managerial issues. 11(3). 363–41. 16 indexed citations

Rankless uses publication and citation data sourced from OpenAlex, an open and comprehensive bibliographic database. While OpenAlex provides broad and valuable coverage of the global research landscape, it—like all bibliographic datasets—has inherent limitations. These include incomplete records, variations in author disambiguation, differences in journal indexing, and delays in data updates. As a result, some metrics and network relationships displayed in Rankless may not fully capture the entirety of a scholar's output or impact.

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