Jane M. Howell

16.5k total citations · 7 hit papers
40 papers, 11.7k citations indexed

About

Jane M. Howell is a scholar working on Social Psychology, Organizational Behavior and Human Resource Management and Strategy and Management. According to data from OpenAlex, Jane M. Howell has authored 40 papers receiving a total of 11.7k indexed citations (citations by other indexed papers that have themselves been cited), including 16 papers in Social Psychology, 16 papers in Organizational Behavior and Human Resource Management and 11 papers in Strategy and Management. Recurrent topics in Jane M. Howell's work include Job Satisfaction and Organizational Behavior (14 papers), Team Dynamics and Performance (7 papers) and Creativity in Education and Neuroscience (7 papers). Jane M. Howell is often cited by papers focused on Job Satisfaction and Organizational Behavior (14 papers), Team Dynamics and Performance (7 papers) and Creativity in Education and Neuroscience (7 papers). Jane M. Howell collaborates with scholars based in Canada, United States and Israel. Jane M. Howell's co-authors include Christopher A. Higgins, Bruce J. Avolio, Ronald L. Thompson, Boas Shamir, Christine M. Shea, Robert J. House, Kathleen Boies, Xiao‐Hua Wang, Peter J. Frost and John J. Sosik and has published in prestigious journals such as Academy of Management Review, Academy of Management Journal and Journal of Applied Psychology.

In The Last Decade

Jane M. Howell

40 papers receiving 10.2k citations

Hit Papers

Personal Computing: Toward a Conceptual Model of Utilizat... 1990 2026 2002 2014 1991 1993 1990 2005 1994 500 1000 1.5k 2.0k 2.5k
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.

  1. Personal Computing: Toward a Conceptual Model of Utilization1
    1991 2.7k citations Ronald L. Thompson, Christopher A. Higgins et al. MIS Quarterly profile →
  2. Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance.
    1993 1.4k citations Jane M. Howell, Bruce J. Avolio Journal of Applied Psychology profile →
  3. Champions of Technological Innovation
    1990 1.0k citations Jane M. Howell, Christopher A. Higgins Administrative Science Quarterly profile →
  4. The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences
    2005 579 citations Jane M. Howell et al. profile →
  5. Influence of Experience on Personal Computer Utilization: Testing a Conceptual Model
    1994 574 citations Ronald L. Thompson, Christopher A. Higgins et al. profile →
  6. Organizational and contextual influences on the emergence and effectiveness of charismatic leadership
    1999 519 citations Jane M. Howell et al. The Leadership Quarterly profile →
  7. Personality and charismatic leadership
    1992 503 citations Robert J. House, Jane M. Howell The Leadership Quarterly profile →

Peers — A (Enhanced Table)

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

Name h Career Trend Papers Cites
Jane M. Howell Canada 31 5.0k 3.0k 2.7k 2.6k 2.5k 40 11.7k
Henry P. Sims United States 49 5.4k 1.1× 1.6k 0.5× 2.1k 0.8× 1.9k 0.7× 2.6k 1.0× 107 10.3k
Deanne N. Den Hartog Netherlands 58 7.6k 1.5× 1.8k 0.6× 2.5k 0.9× 2.3k 0.9× 3.0k 1.2× 120 12.5k
Kurt T. Dirks United States 33 5.7k 1.1× 1.4k 0.5× 2.3k 0.9× 4.2k 1.6× 3.4k 1.4× 57 12.9k
M. Ronald Buckley United States 50 4.7k 0.9× 1.1k 0.4× 1.5k 0.6× 2.5k 0.9× 2.3k 0.9× 190 9.9k
Jennifer A. Chatman United States 37 7.3k 1.5× 893 0.3× 2.6k 1.0× 3.5k 1.3× 3.0k 1.2× 58 13.1k
Katherine J. Klein United States 32 7.9k 1.6× 2.2k 0.8× 4.5k 1.7× 5.1k 1.9× 5.3k 2.1× 57 20.4k
Kim S. Cameron United States 51 7.0k 1.4× 1.2k 0.4× 4.1k 1.5× 2.2k 0.8× 2.3k 0.9× 137 15.6k
Arndt Sorge Netherlands 20 4.2k 0.8× 1.0k 0.3× 3.4k 1.3× 4.2k 1.6× 3.8k 1.5× 76 14.3k
Fred A. Mael United States 18 8.6k 1.7× 1.3k 0.4× 3.6k 1.4× 5.4k 2.0× 3.2k 1.2× 36 15.3k
Geoffrey N. Soutar Australia 56 6.1k 1.2× 2.7k 0.9× 2.1k 0.8× 8.4k 3.2× 1.6k 0.6× 278 17.8k

Countries citing papers authored by Jane M. Howell

Since Specialization
Citations

This map shows the geographic impact of Jane M. Howell'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 Jane M. Howell with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Jane M. Howell more than expected).

Fields of papers citing papers by Jane M. Howell

Since Specialization
Physical SciencesHealth SciencesLife SciencesSocial Sciences

This network shows the impact of papers produced by Jane M. Howell. 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 Jane M. Howell. The network helps show where Jane M. Howell may publish in the future.

Co-authorship network of co-authors of Jane M. Howell

This figure shows the co-authorship network connecting the top 25 collaborators of Jane M. Howell. A scholar is included among the top collaborators of Jane M. Howell 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 Jane M. Howell. Jane M. Howell is excluded from the visualization to improve readability, since they are connected to all nodes in the network.

All Works

20 of 20 papers shown
1.
Hurst, Charlice, et al.. (2019). Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice. Human Relations. 73(8). 1049–1076. 15 indexed citations
2.
Sommer, S. Amy, Jane M. Howell, & Constance Noonan Hadley. (2015). Keeping Positive and Building Strength. Group & Organization Management. 41(2). 172–202. 160 indexed citations
3.
Wang, Xiao‐Hua & Jane M. Howell. (2010). Exploring the dual-level effects of transformational leadership on followers.. Journal of Applied Psychology. 95(6). 1134–1144. 247 indexed citations
4.
5.
Boies, Kathleen & Jane M. Howell. (2006). Leader–member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes. The Leadership Quarterly. 17(3). 246–257. 211 indexed citations
6.
Howell, Jane M. & Kathleen Boies. (2004). Champions of technological innovation: The influence of contextual knowledge, role orientation, idea generation, and idea promotion on champion emergence. The Leadership Quarterly. 15(1). 123–143. 205 indexed citations
7.
Howell, Jane M., et al.. (2001). Individual differences, environmental scanning, innovation framing, and champion behavior: key predictors of project performance. Journal of Product Innovation Management. 18(1). 15–27. 87 indexed citations
8.
Howell, Jane M.. (2001). Individual differences, environmental scanning, innovation framing, and champion behavior: key predictors of project performance. Journal of Product Innovation Management. 18(1). 15–27. 149 indexed citations
9.
Howell, Jane M., et al.. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance.. Journal of Applied Psychology. 84(5). 680–694. 467 indexed citations
10.
Shea, Christine M. & Jane M. Howell. (1999). Charismatic leadership and task feedback. The Leadership Quarterly. 10(3). 375–396. 113 indexed citations
11.
Howell, Jane M., et al.. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance.. Journal of Applied Psychology. 84(5). 680–694. 32 indexed citations
12.
Howell, Jane M. & Bruce J. Avolio. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance.. Journal of Applied Psychology. 78(6). 891–902. 1414 indexed citations breakdown →
13.
House, Robert J. & Jane M. Howell. (1992). Personality and charismatic leadership. The Leadership Quarterly. 3(2). 81–108. 503 indexed citations breakdown →
14.
Thompson, Ronald L., Christopher A. Higgins, & Jane M. Howell. (1991). Personal Computing: Toward a Conceptual Model of Utilization1. MIS Quarterly. 15(1). 125–143. 2735 indexed citations breakdown →
15.
Howell, Jane M.. (1991). Through the Looking Glass: Reflections on a Disruptive Experience. Organizational Behavior Teaching Review. 15(4). 412–427. 1 indexed citations
16.
Howell, Jane M. & Christopher A. Higgins. (1990). Champions of Technological Innovation. Administrative Science Quarterly. 35(2). 317–317. 1031 indexed citations breakdown →
17.
DiStefano, Joseph J. & Jane M. Howell. (1990). Multiple Methods for Evaluating Management Skill Development: an Integrated Approach. ˜The œOrganizational behavior teaching review. 14(2). 1–12. 5 indexed citations
18.
Gandz, Jeffrey & Jane M. Howell. (1989). Confronting Sex Role Stereotypes: the Janis/Jack Jerome Cases. ˜The œOrganizational behavior teaching review. 13(4). 103–111. 6 indexed citations
19.
Howell, Jane M.. (1988). Two faces of charisma: Socialized and personalized leadership in organizations.. 165 indexed citations
20.
Howell, Jane M. & Pamela S. Highlen. (1981). Effects of client affective self-disclosure and counselor experience on counselor verbal behavior and perceptions.. Journal of Counseling Psychology. 28(5). 386–398. 9 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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