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.
THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW
This map shows the geographic impact of Malcolm Higgs'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 Malcolm Higgs with the expected number of citations based on a country's size and research output (numbers larger than one mean the country cites Malcolm Higgs more than expected).
This network shows the impact of papers produced by Malcolm Higgs. 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 Malcolm Higgs. The network helps show where Malcolm Higgs may publish in the future.
Co-authorship network of co-authors of Malcolm Higgs
This figure shows the co-authorship network connecting the top 25 collaborators of Malcolm Higgs.
A scholar is included among the top collaborators of Malcolm Higgs 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 Malcolm Higgs. Malcolm Higgs is excluded from
the visualization to improve readability, since they are connected to all nodes in the network.
Higgs, Malcolm & Sarah Lichtenstein. (2010). An exploration of the relationships between individual values and emotional intelligence. ePrints Soton (University of Southampton).1 indexed citations
3.
Higgs, Malcolm & Deborah Rowland. (2008). Change leadership that works: the role of positive psychology. ePrints Soton (University of Southampton).3 indexed citations
4.
Higgs, Malcolm, et al.. (2008). Psychological well-being, emotional intelligence, and personality; An empirical study of these relationships in a managerial sample. ePrints Soton (University of Southampton).1 indexed citations
Higgs, Malcolm. (2001). Beyond operations to business partnership. ePrints Soton (University of Southampton).1 indexed citations
12.
Higgs, Malcolm & Víctor Dulewicz. (2001). Making Sense of Emotional Intelligence. Nederlands Tijdschrift voor Tandheelkunde. 90 Spec No. 489–500.55 indexed citations
13.
Higgs, Malcolm, et al.. (2000). Understanding emotional intelligence. ePrints Soton (University of Southampton).4 indexed citations
14.
Dulewicz, Víctor & Malcolm Higgs. (2000). 360 degree assessment of emotional intelligence: a study. ePrints Soton (University of Southampton).5 indexed citations
15.
Higgs, Malcolm. (1999). Belbin team roles: Does the mix matter?. ePrints Soton (University of Southampton).3 indexed citations
16.
Higgs, Malcolm, et al.. (1999). Emotional Intelligence Questionnaire: user guide. ePrints Soton (University of Southampton).5 indexed citations
17.
Higgs, Malcolm, et al.. (1999). The seven dimensions of emotional intelligence. ePrints Soton (University of Southampton).3 indexed citations
Higgs, Malcolm. (1996). The value of assessment centres. ePrints Soton (University of Southampton).2 indexed citations
20.
Higgs, Malcolm. (1996). A comparison of Myers Briggs type indicator profiles and Belbin team roles. Arzneimittelforschung. 29(4). 602–6.7 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.