This special issue examines leadership practices that fall between clearly constructive and overtly destructive behaviors—a spectrum termed 'grey leadership'. 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.
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.
Extrait. Lire l'appel complet sur le site de l'éditeur.