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        <title>kerostig | Tag : grey leadership</title>
        <link>https://kerostig.org/tag/grey-leadership/</link>
        <description>Derniers appels à publications avec le tag 'grey leadership'.</description>
        <lastBuildDate>Wed, 30 Sep 2026 23:01:56 GMT</lastBuildDate>
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            <title>kerostig | Tag : grey leadership</title>
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        <copyright>Notices : kerostig © 2026. Le texte des appels appartient à leurs éditeurs.</copyright>
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            <title><![CDATA[Beyond Black and White – Shades of Grey Leadership]]></title>
            <link>https://kerostig.org/call/emerald-beyond-black-and-white-shades-of-grey-leadership/</link>
            <guid>emerald-beyond-black-and-white-shades-of-grey-leadership</guid>
            <pubDate>Sun, 06 Sep 2026 09:51:06 GMT</pubDate>
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        <p><strong>Anders Örtenblad</strong>, University of Agder</p>
        
        <p><strong>Louise Boulter</strong>, Lincoln Bishop University</p>
        
        <p><strong>Nilupulee Liyanagamage</strong>, University of Wollongong</p>
        
        <p><strong>Horia Moașa</strong>, Transilvania University of Brasov</p>
        
    
    
    
    <p>This special issue examines leadership practices that fall between clearly constructive and overtly destructive behaviors—a spectrum termed &#39;grey leadership&#39;. Grey leadership encompasses ambiguous and relational practices where rules are subtly bent, inaction enables harm, or followers participate in normalization of problematic conduct. These behaviors rarely attract legal attention or public scrutiny but create significant organizational and relational consequences precisely because they resist clear moral classification.</p>
    
    <p>Grey leadership is characterized by mixed ethical intent where moral and self-interested motives coexist, inconsistent moral signaling where espoused and enacted values diverge, and situationally contingent consequences where identical behaviors may yield both positive and negative outcomes depending on context. The concept bridges fragmented literature by integrating ethical, emotional, and contextual dimensions of leadership that have traditionally evolved separately.</p>
    
    <p>
        Appel publié par Leadership &amp; Organization Development Journal.
        
        <a href="https://www.emerald.com/lodj/calls-for-submissions/1714/Beyond-Black-and-White-Shades-of-Grey-Leadership?searchresult=1">Lire l'appel complet sur le site de l'éditeur</a>.
        
        <a href="https://kerostig.org/call/emerald-beyond-black-and-white-shades-of-grey-leadership/">Fiche de l'appel sur kerostig</a>.
    </p>
    
    <h2>Potential topics</h2>
    <ul>
        
        <li>Conceptual development of grey leadership</li>
        
        <li>Perspectives on grey leadership and construction of the continuum</li>
        
        <li>How grey leadership materializes in the workplace and its implications for followers, leaders, organizations and society</li>
        
        <li>Can grey leadership ever be beneficial for an organization?</li>
        
        <li>The role of context in enacting grey leadership</li>
        
        <li>Case studies of grey leadership</li>
        
        <li>The ambiguities and potential benefits of leading in the shadows</li>
        
        <li>The role of HR in addressing grey leadership</li>
        
        <li>How grey leadership differs from black or destructive leadership</li>
        
        <li>Strategies to combat grey leadership and prevent its escalation</li>
        
    </ul>
    
    
    <h2>Timeline</h2>
    <ul>
        
        <li>June 15, 2026: Opening date for manuscripts submissions</li>
        
        <li>September 30, 2026: Closing date for manuscripts submission</li>
        
    </ul>
    
    
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