| Fantasies of leadership: Identity work S Sveningsson, M Larsson Leadership 2 (2), 203-224, 2006 | 300 | 2006 |
| Leadership as work-embedded influence: A micro-discursive analysis of an everyday interaction in a bank M Larsson, SE Lundholm Leadership 6 (2), 159-184, 2010 | 120 | 2010 |
| Talking work in a bank: A study of organizing properties of leadership in work interactions M Larsson, SE Lundholm Human Relations 66 (8), 1101-1129, 2013 | 112 | 2013 |
| Developing leadership skills and resilience in turbulent times: A quasi-experimental evaluation study R Holmberg, M Larsson, M Bäckström Journal of Management Development 35 (2), 154-169, 2016 | 92 | 2016 |
| Measure of Processes of Care (MPOC) applied to measure parent's perception of the habilitation process in Sweden IM Bjerre, M Larsson, AM Franzon, MS Nilsson, G Strömberg, ... Child: care, health and development 30 (2), 123-130, 2004 | 75 | 2004 |
| Organising habilitation services: team structures and family participation M Larsson Child: Care, Health and Development 26 (6), 501-514, 2000 | 61 | 2000 |
| Handledning–perspektiv och erfarenheter M Larsson, J Lindén Studentlitteratur AB, 2005 | 35 | 2005 |
| The risky path to a followership identity: from abstract concept to situated reality M Larsson, MF Nielsen International Journal of Business Communication 58 (1), 3-30, 2021 | 33 | 2021 |
| Organiserande av stöd och service till barn med funktionshinder: om projektnät, språkliga förpackningar och institutionella paradoxer M Larsson Lund University, 2001 | 33 | 2001 |
| Information and informality: Leaders as knowledge brokers in a high-tech firm M Larsson, S Segerstéen, C Svensson Journal of Leadership & Organizational Studies 18 (2), 175-191, 2011 | 31 | 2011 |
| ĦIt˘s the organization that is wrong˘: Exploring disengagement from organizations through leadership development M Larsson, R Holmberg, S Kempster Leadership 16 (2), 141-162, 2020 | 25 | 2020 |
| The fallacy of discrete authentic leader behaviors. Locating authentic leadership in interaction M Larsson, J Clifton, S Schnurr Leadership 17 (4), 421-440, 2021 | 15 | 2021 |
| Conditions for reflexive practices in leadership learning: The regulating role of a socio-moral order of peer interactions M Larsson, M Knudsen Management Learning 53 (2), 291-309, 2022 | 12 | 2022 |
| Good intentions gone awry: investigating a strategically oriented MLD program M Larsson, M Carsten, M Knudsen Journal of Management Development 39 (3), 334-354, 2020 | 10 | 2020 |
| Ledelse på tværs i de danske sygehuse J Plesner, AB Christensen, M Bech, M Larsson Scandinavian Journal of Public Administration 16 (2), 165-187, 2012 | 7 | 2012 |
| Leadership in interaction M Larsson The Routledge Companion to Leadership, 173-193, 2016 | 6 | 2016 |
| Taming the survey: Managing the employee survey to create space for change oriented leadership M Larsson, R Holmberg Journal of change management 21 (4), 412-431, 2021 | 5 | 2021 |
| Individualiserade Serviceprogram: En arbetsmodell för familjecentrerad habilitering M Larsson, M Nilsson Socialmedicinsk tidskrift 77 (1), 13-20, 1999 | 4 | 1999 |
| Authorising managers in management development? M Knudsen, M Larsson, M Mogensen Management Learning, 13505076221112713, 2022 | 3 | 2022 |
| Leadership special issue on leadership-in-interaction M Larsson, S Schnurr, J Clifton Leadership 14 (1), 134-136, 2018 | 3 | 2018 |
Stefan SveningssonProfessor, School of Economics and Management, Lund UniversityVerified email at fek.lu.se
