generated 2026-08-15 19:33 ยท every number read live from the logs, nothing maintained by hand
Tong: 'how can I make sure u not messed up'. Claims with a deadline and a number, so the page grades them instead of me explaining them. A prediction that can only be checked by asking me is not a check.
It judges every few hundred papers as it collects, so these numbers should move steadily. If this list shows work but the numbers above have not moved in half an hour, something is wrong.
| paper | draft claims |
|---|
| antonakis-2017-doing-better-science | 19 |
| dasborough-2021-leadership-still-not | 19 |
| pletzer-2023-constructive-destructive-leadership | 18 |
| knippenberg-2013-critical-assessment-charismatic | 18 |
| gardner-2024-let-get-real | 15 |
| mitchell-2022-unethical-leadership-research | 14 |
| liden-2025-servant-leadership-strengths | 14 |
| carton-2021-science-leadership-theoretical | 14 |
| lee-2017-empowering-leadership-meta | 14 |
| hannah-2014-debunking-false-dichotomy | 14 |
| anderson-2015-reviewing-leadership-styles | 14 |
| arda-2023-authenticity-atypicality-leadership | 13 |
| buss-2024-greater-good-visionary | 13 |
| ng-2014-ethical-leadership-meta | 12 |
| lemoine-2018-taking-stock-moral | 12 |
| collinson-2015-teaching-leadership-critically | 12 |
| tur-2021-charismatic-signaling-social | 12 |
| eagly-2002-role-congruity-theory | 12 |
| jacobsen-2021-can-leadership-training | 11 |
| ravetbrown-2023-transformational-entrepreneurial-leadership | 11 |
| gooty-2025-super-man-fails | 10 |
| hirsch-1999-umbrella-advocates-versus | 10 |
| bass-1997-transactional-transformational-leadership | 10 |
| misangyi-2016-embracing-causal-complexity | 10 |
| jensen-2016-conceptualizing-measuring-transformational | 10 |
| stephenson-2025-beyond-unethical-leader | 10 |
| gils-2018-respectful-leadership-reducing | 10 |
| bastardoz-2023-mean-follow-critique | 10 |
| brands-2015-leader-social-network | 10 |
| liden-2024-evolution-leadership-past | 10 |
| fischer-2024-fatal-flaw-positive | 10 |
| metz-2023-insatiable-hunger-charisma | 10 |
| kasemaa-2020-comparing-two-instruments | 10 |
| antonakis-2016-charisma-ill-defined | 10 |
| derue-2010-who-will-lead | 10 |
| hermalin-2023-helm-kirk-spock | 9 |
| antonakis-2021-just-words-just | 9 |
| nielsen-2021-eye-beholder-self | 9 |
| carton-2011-explaining-bias-against | 9 |
| bolden-2016-leadership-paradoxes | 9 |
| ates-2018-dark-side-visionary | 9 |
| gundemir-2018-impact-organizational-performance | 9 |
| ozgenel-2021-comparison-ethical-transformational | 9 |
| billsberry-2025-leadership-fractured-times | 9 |
| katznavon-2019-trapped-middle-challenging | 9 |
| ehrnrooth-2023-high-performance-work | 8 |
| fang-2025-engagement-exhaustion-double | 8 |
| arnulf-2014-predicting-survey-responses | 8 |
| bedi-2015-meta-analytic-ethical | 8 |
| fuller-2022-enhancing-extending-meta | 8 |
| eva-2024-inconvenient-truth-comprehensive | 8 |
| carton-2017-can-leaders-overcome | 8 |
| colman-2021-contextualizing-leadership-upon | 8 |
| kunz-2023-longitudinal-perspective-interplay | 7 |
| antonakis-2023-theory-leadership-management | 7 |
| leroy-2025-devil-details-zooming | 7 |
| jelaca-2016-proposal-research-framework | 7 |
| madison-2025-social-exchange-theory | 7 |
| leroy-2024-motivating-people-work | 7 |
| grant-2012-leading-meaning-beneficiary | 7 |
| olaniyan-2026-exploring-curvilinear-relationships | 7 |
| negt-2023-eine-systematische-ubersicht | 7 |
| balwant-2019-dimensionality-measurement-destructive | 7 |
| nguyen-2022-reconciling-general-transformational | 7 |
| eden-1975-implicit-leadership-theory | 7 |
| stouten-2013-can-leader-seen | 7 |
| martynova-2016-impact-gender-subtle | 7 |
| yustina-2020-reaction-charismatic-transformational | 7 |
| bajcar-2022-transformational-transactional-leadership | 7 |
| nugroho-2023-revisiting-islamic-leadership | 7 |
| trepanier-2019-linking-destructive-forms | 7 |
| gonzalezcanovas-2026-exploring-boundaries-transformational | 7 |
| fischer-2016-leadership-process-models | 7 |
| contreras-2014-aportaciones-teoricas-significativas | 7 |
| rosette-2010-agentic-women-communal | 6 |
| schyns-2007-charisma-hyper-romanticism | 6 |
| batistafoguet-2021-measuring-leadership-assessment | 6 |
| sonier-2024-role-attributed-value | 6 |
| pastor-2007-adding-fuel-fire | 6 |
| cornelissen-2026-construct-fallacies-construct | 6 |
| knippenberg-2005-leader-self-sacrifice | 6 |
| luo-2022-humble-leadership-outcomes | 6 |
| metz-2025-irresistible-allure-charismatic | 6 |
| khlaf-2021-ulusal-kulturun-paternali | 6 |
| knippenberg-2023-supervisor-organizational-embodiment | 6 |
| hoogeboom-2019-advancing-transformational-transactional | 6 |
| arend-2025-reconsidering-bad-leadership | 6 |
| antonakis-2013-addendum-full-range | 6 |
| rowold-2007-transformational-charismatic-leadership | 6 |
| zacher-2024-leadership-environmental-sustainability | 6 |
| wang-2018-meta-analytic-primary | 6 |
| getnet-2025-transformational-leadership-firm | 6 |
| li-2020-can-becoming-leader | 6 |
| jacquart-2014-charisma-matter-top | 6 |
| howard-2025-configural-approach-leadership | 5 |
| lauritzen-2021-leadership-matters-but | 5 |
| garman-2003-factor-structure-transformational | 5 |
| cevik-2023-gender-marital-status | 5 |
| hazy-2025-charisma-heuristic-cognitive | 5 |
| beveren-2017-psychometric-properties-portuguese | 5 |
| damen-2008-leader-affective-displays | 5 |
| steffens-2013-power-through-leaders | 5 |
| balkundi-2011-centrality-charisma-comparing | 5 |
| avolio-1999-examining-components-transformational | 5 |
| lartey-2024-controversial-relationship-between | 5 |
| mansur-2023-leadership-revisiting-reframing | 5 |
| sy-2010-leadership-perceptions-function | 4 |
| kwan-2019-transformational-leadership-theory | 4 |
| rosette-2008-white-standard-racial | 4 |
| adnans-2024-transformational-leadership-poor | 4 |
| ryan-2010-think-crisis-think | 4 |
| jensen-2016-afh-nger-ledelse | 4 |
| avolio-2008-leadership-current-theories | 4 |
| vadvilavicius-2019-consequences-dark-leadership | 3 |
| epitropaki-2004-implicit-leadership-theories | 3 |
| koenig-2011-leader-stereotypes-masculine | 3 |
| wang-2011-transformational-leadership-performance | 3 |
| venus-2018-visions-change-visions | 3 |
| chen-2018-transformational-leadership-always | 3 |
| judge-2004-transformational-transactional-leadership | 3 |
| joseph-2016-leadership-fixing-workplaces | 2 |
| agag-2025-cross-cultural-meta | 2 |
| fischer-2025-theory-leadership-meta | 1 |
| glynn-2010-uncovering-mechanisms-theory | 1 |
| clare-2025-leaders-actually-influence | 0 |
Read the funnel for where the loss is, not for the totals. Many candidates and few papers held means
fetching is the wall. Many held and few read means reading is. Many drafts and none verified means it
is waiting on a person, and that person is you.
Watch the last row, never the first. A claim checked against its source is the only row that
means anything. A big number at the top with a zero at the bottom is a pile, not a shelf.