Sanjay Kumar Singh, University of Dundee

Sateesh V. Shet, Northumbria University

Dorothea Roumpi, The Pennsylvania State University

Aizhan Tursunbayeva, University of Naples Parthenope

Sachiko Yamao, Keio University

Digital natives, who have grown up immersed in technology, bring distinct cognitive styles and behavioral tendencies to the workplace that challenge traditional organizational assumptions. Their integration into the workforce requires new psychological understanding of how they experience motivation, construct identity, manage stress, and interact with others in technology-saturated environments. The special issue addresses how digital natives' expectations for flexibility, continuous feedback, and purpose-driven work reshape fundamental aspects of organizational life across individual, team, and organizational levels.

Appel publié par Applied Psychology. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Psychological mechanisms of digital natives as change agents in organizations
• Digital natives' engagement and motivation in tech-enabled work environments
• Real-time feedback mechanisms and their impact on intrinsic motivation and competence
• Gamified work systems and their effects on goal setting and job satisfaction
• Workplace culture, inclusion, and leadership preferences for digital natives
• Psychological safety and inclusion in digital contexts
• Leadership styles preferred by digital natives and follower outcomes
• Work flexibility, learning preferences, and work-life integration in remote and hybrid settings
• Microlearning and gamified learning preferences among digital natives
• Algorithmic management and psychological well-being
• Algorithmic monitoring, data-driven performance evaluation, and psychological safety
• Surveillance stress and identity coherence in digitally mediated workplaces
• Team dynamics and communication in digitally mediated contexts
• Trust formation and psychological safety in virtual teams
• Non-human actors and team psychological dynamics
• Distributed cognition in digitally native teams

Timeline

• November 30, 2027: Submission deadline

This special issue seeks to advance leadership research by emphasizing the importance of context in understanding leadership phenomena. The call invites scholars to develop and apply context-sensitive theoretical frameworks that move beyond universal leadership models to examine how organizational, social, cultural, and environmental contexts shape leadership processes and outcomes.

Appel publié par The Leadership Quarterly. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Timeline

• December 1, 2027: Full paper submission deadline

Bruno Fischer, University of Campinas

Aki Harima, Tallinn University of Technology

Sophia Behr, University of Stuttgart

Philip T. Roundy, University of Tennessee Chattanooga

Erik Stam, Utrecht University

Maribel Guerrero, Arizona State University

This special issue examines leadership within entrepreneurial ecosystems as a central yet underexplored phenomenon shaping ecosystem dynamics and outcomes. Rather than treating leadership as a residual category of individual actors or positions, the issue conceptualizes it as a relational process through which direction develops, priorities are negotiated, support is mobilized, and ecosystem development is influenced. The focus spans stable, transforming, and crisis-affected ecosystems, recognizing that contexts such as digitalization, sustainability transitions, and geopolitical disruptions shape how leadership emerges and evolves.

The special issue seeks to move beyond describing static ecosystem structures toward explaining how collective action is generated, coordinated, and sustained over time. It welcomes diverse theoretical perspectives and methodological approaches that develop, challenge, extend, or offer alternative conceptualizations of EE leadership. Research should address who assumes leadership roles, how legitimacy and followership emerge, and how different leadership configurations can compensate for weaknesses in networks, resources, or institutions.

Appel publié par Entrepreneurship & Regional Development. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Conceptualization and theory of entrepreneurial ecosystem (EE) leadership across formal, informal, individual, collective, organizational, distributed, relational, and processual perspectives
• Dimensions and manifestations of EE leadership (e.g., public, entrepreneurial, community)
• Interaction between EE leadership and other ecosystem elements such as networks, institutions, finance, or culture
• Contextual uniqueness shaping forms and theorization of EE leadership across different institutional, cultural, and geographical settings
• Elements of EE leadership affecting how entrepreneurs and supportive agents cohere around shared norms, values, and goals
• Relational characteristics (e.g., coordination, collaboration, communication) supporting effective ecosystem leadership
• Participation, legitimacy, and authority emergence in EE leadership processes
• How characteristics of ecosystem actors (lived experience, place attachment, prosocial orientation, identity) shape participation in ecosystem leadership
• Activities, practices, and processes constituting ecosystem leadership and their collective goals
• Distribution of leadership activities across ecosystem actors and how interactions shape collective direction and coordinated action
• Forms of leadership and agency emergence, evolution, and enabling coordinated action within EEs
• Evolution of ecosystem leadership across phases of development and consequences of different forms
• Conditions under which leadership can compensate for weaknesses in other ecosystem elements
• Differences in EE leadership across unstable, transforming, and crisis-affected contexts
• Direction provision under sustainability pressures, digital transformation, geopolitical tension, or resource disruption
• Negotiation of competing priorities through EE leadership during simultaneous disruptions
• Measurement and integration of EE leadership activities, practices, and relational processes into existing ecosystem measurement frameworks
• Use of network metrics to assess distribution of participation, influence, and coordination within EE leadership processes
• Measures capturing whether EE leadership is concentrated or distributed, formal or informal, and how these configurations change over time

Timeline

• December 14, 2026: Online information and early-ideas session for scholars interested in contributing to the special issue
• February 11, 2027: Paper development workshop within the conference Entrepreneurial Ecosystems in Times of Rapid Transformation in Tallinn, Estonia
• December 31, 2027: Manuscript submission deadline

Anders Örtenblad, University of Agder

Louise Boulter, Lincoln Bishop University

Nilupulee Liyanagamage, University of Wollongong

Horia Moașa, Transilvania University of Brasov

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.

Appel publié par Leadership & Organization Development Journal. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Conceptual development of grey leadership
• Perspectives on grey leadership and construction of the continuum
• How grey leadership materializes in the workplace and its implications for followers, leaders, organizations and society
• Can grey leadership ever be beneficial for an organization?
• The role of context in enacting grey leadership
• Case studies of grey leadership
• The ambiguities and potential benefits of leading in the shadows
• The role of HR in addressing grey leadership
• How grey leadership differs from black or destructive leadership
• Strategies to combat grey leadership and prevent its escalation

Timeline

• June 15, 2026: Opening date for manuscripts submissions
• September 30, 2026: Closing date for manuscripts submission

Enis Elezi, University of Westminster

Knowledge-intensive organisations face mounting complexity from resource constraints, digitalisation, accountability demands, and geopolitical pressures. Existing research on these challenges remains fragmented across disciplinary silos and often lacks systemic understanding of how these institutions observe, interpret and respond to complexity.

This special issue integrates typically isolated scholarly conversations about leadership, governance, risk, knowledge and entrepreneurship within a cybernetic framework. It explores the interconnected processes of observation, communication, decision and learning that enable organisations to adapt and remain viable across sectors including universities, health systems, research institutes and public agencies.

Appel publié par Kybernetes. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Leadership and governance as systemic architectures of observation, decision and learning
• Enterprise-wide risk management, knowledge management and entrepreneurship as interconnected cybernetic processes
• Cross-sector analyses of universities, health systems, research institutes, public agencies and professional service firms as complex learning systems
• Reflexive and second-order perspectives on how organisations construct and revise their own governance arrangements
• Theory-as-method applications using cybernetics, systems thinking or complexity frameworks

Timeline

• January 26, 2026: Opening date for manuscripts submissions
• December 26, 2026: Closing date for manuscripts submission

Most management research has been developed in Western contexts, leaving significant gaps in understanding leadership and organizational practices in emerging, developing, and transition economies—regions that now generate nearly half of global economic output. These economies operate under distinct institutional conditions where formal institutions are incomplete or unevenly enforced, requiring firms to rely on alternative coordination mechanisms and making context a primary determinant of business strategy and performance.

This special issue addresses this literature gap by centering emerging, developing, and transition economies as objects of theoretical inquiry rather than control variables. It invites studies across governance, entrepreneurship, sustainability, and leadership that examine how management practices evolve, adapt, or are translated when formal rules and infrastructures cannot be taken for granted. The call welcomes quantitative surveys, experiments, qualitative ethnographies, mixed-methods research, and conceptual work, particularly comparative studies spanning regions or contrasting different institutional settings.

Appel publié par Baltic Journal of Management. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How and with what consequences do firms substitute private or community governance for missing or unreliable formal institutions, and which mechanisms make these substitutes durable or fragile?
• Which configurations of resources, networks, and legitimacy enable opportunity discovery and scaling in thin or nascent markets, and how do founders and top managers navigate uncertainty and institutional gaps across growth stages?
• Under resource constraints and uneven enforcement, what capability bundles allow firms to align environmental initiatives with competitive outcomes, and how do local cultural or state priorities shape these trajectories?
• How do reporting, budgeting, and control systems adapt when enforcement is uneven, and what are the implications for investment, innovation, market signals, and stakeholder trust in emerging markets?
• How do contextual communication and power structures condition the effectiveness of leadership, employee voice, engagement, and performance systems in transition settings, and what are the boundary conditions for transferability?
• How do commitments to learning and open innovation translate into performance when institutions are in flux, and which organisational routines, such as bricolage, mediate these effects?
• How do political ties, state ownership, or party networks shape strategic decision-making, board dynamics, and accountability in firms and hybrid organisations operating under volatile or contested regulatory regimes?
• How do gender, ethnicity, and other social cleavages intersect with institutional voids to shape leadership careers, informal influence, and patterns of inclusion and exclusion inside organisations?
• In conflict-affected, fragile, or post-disaster settings, which leadership practices and governance arrangements enable organisational resilience, continuity of services, and recovery, and what trade-offs do they imply?
• How do regional, cross-border, or diaspora networks among managers, professionals, and researchers mediate the transfer, translation, and contestation of management ideas and leadership models across institutional contexts?

Timeline

• January 12, 2026: Opening date for manuscripts submissions
• January 4, 2027: Closing date for manuscripts submission

David Kroon, Vrije Universiteit Amsterdam

Olimpia Meglio, University of Naples "Federico II"

Nicola Mirc, Toulouse School of Management

Audrey Rouzies, Toulouse School of Management

Satu Teerikangas, Turku University

Mergers and acquisitions serve as significant catalysts for organizational change, enabling leaders to reshape organizational boundaries and develop new capabilities. However, their implications extend far beyond the merging firms to affect employees, managers, customers, and communities. While M&A research has explored various themes and theoretical perspectives, most special issues have adopted narrow lenses focusing on single aspects like organizational culture or post-merger integration, leaving fundamental questions about how these large-scale transformations unfold.

M&As represent profound episodes of organizational change that disrupt established structures and challenge existing cultures. Yet research on M&As and change management has largely evolved separately, addressing similar questions about how people respond to uncertainty and how leaders enable adaptation without meaningful cross-fertilization. This special issue seeks to bridge these research communities, offering fresh perspectives on how actors at multiple levels shape M&A outcomes and navigate the tension between strategic ambition and human adaptability.

Appel publié par Journal of Change Management. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• M&As as continuous change: how firms handle deliberate design versus evolving circumstances, intended versus unintended change trajectories, and seizing opportunities while mitigating threats
• Leadership and employee change agency in M&As: employees as sense makers, boundary spanners, and informal leaders; proactive versus passive roles in integration
• Emotions and irrationality in M&As: hubris, anxiety, grief, excitement, overconfidence, and escalation of commitment in M&A decisions and integration
• Changing relationships in M&As: renegotiating internal relationships among employees, teams, and leaders; external relationships with suppliers, customers, regulators, and communities; trust, social capital, and power dynamics
• Digitalization and Technology in M&As: AI-driven analytics, ERP systems, collaboration software; digital capabilities as deal drivers; technology's impact on cultural dynamics and integration speed
• M&As and Grand Challenges: role of M&As in addressing environmental degradation and global crises; economic and social sustainability; M&As as a force for good

Timeline

• August 1, 2026: Submission starting date
• October 31, 2026: Closing date

Michelle Fernandez, Universidade de Brasília

Fernando Nieto-Morales, El Colegio de México

This special issue examines female leadership in public bureaucracies, addressing persistent structural barriers limiting women's access to senior positions and the transformative potential of gender-diverse leadership. It seeks to understand how gender shapes governance and policy outcomes across diverse national contexts, particularly in Global South settings where gender inequalities intersect with institutional fragility.

While formal mechanisms like gender quotas and merit-based recruitment have expanded pathways for women, informal norms and implicit biases continue to perpetuate gendered hierarchies. The issue explores how institutional arrangements and organizational cultures shape women's trajectories and how female leadership influences accountability and sector performance.

The collection welcomes empirical contributions examining drivers and obstacles to women's leadership, factors shaping their careers, and policy impacts. Comparative perspectives, intersectional approaches, and research on Global South experiences are particularly encouraged.

Appel publié par Public Administration and Development. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Gendered patterns of promotion in the public sector
• Institutional reforms aimed at fostering gender parity in public leadership
• Informal networks, mentorship, and the role of social capital in career advancement
• Intersectional inequalities shaping women's leadership in government
• The impact of female leadership on public service delivery and public policy
• The effects of female leadership on public sector organizational culture and accountability

Timeline

• October 1, 2026: Deadline for proposal submissions
• July 1, 2027: Deadline for full manuscript submissions

Louis Tay, Purdue University

Sarah Bankins, Macquarie University

Markus Langer, University of Freiburg

This special issue examines how generative AI is reshaping the subjective experience of work across individuals, teams, and organizations. Rather than focusing on technical capabilities, it centers on what it feels like to work with AI systems like ChatGPT and Claude—how these tools influence engagement, relationships, identity, and organizational norms as adoption rapidly increases among knowledge workers worldwide.

The issue seeks empirically rigorous, theory-grounded research that closely observes generative AI in actual workplace settings. Priority is given to field research within organizations, implementation studies tracking deployment experiences, longitudinal designs, and rigorous qualitative research. Vignette studies, cross-sectional surveys of convenience samples, and conceptual papers without data are out of scope.

Submissions should articulate theoretical mechanisms for how generative AI changes work experiences, provide evidence credible for practitioners, and explicitly discuss practical impact for employees, managers, HR leaders, and policymakers.

Appel publié par Personnel Psychology. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Experience of work: Cognitive offloading and changes in effort, flow, and engagement; experiences of autonomy, competence, and ownership over AI-generated or AI-assisted output; changes to the meaning of work; skill development versus skill atrophy; work intensification versus work-life balance; changing nature of expertise; calibration of trust and over- or under-reliance; professional identity as roles shift
• Workplace relationships: Generative AI as a team member and its impact on social and working dynamics; emerging disclosure norms; trust, attribution, and competence judgments when AI is involved; migration of help-seeking and sensemaking from colleagues to AI tools; effects on collaboration, collegiality, reciprocity, informal mentorship, and organizational cohesion
• Training and development: Use and experience of AI as a trainer, coach, and mentor; development and declines in knowledge, skills, and abilities with AI use; lasting effects of AI-based training; comparisons of human trainers versus AI trainers; design of AI-based training and transfer to job performance
• Leadership: Leaders' use of generative AI for communication and the authenticity dilemma of machine-mediated empathy, vision, and feedback; leader decision processes with AI input; generative AI systems operating autonomously or in hybrid arrangements; what it feels like to be managed by generative AI
• Organizational culture: Emergent norms of acceptable generative AI use; psychological safety around disclosing versus concealing use; experience of monitoring and surveillance of workers' AI use or non-use; equity and felt divide between users and non-users; implications for inclusive workplaces

Timeline

• August 1, 2027: Submission window opens
• August 27, 2027: Submission deadline
• August 31, 2027: Submission window closes

Appel publié par Technological Forecasting and Social Change. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Timeline

• January 31, 2027: Full paper submission deadline

This special issue of The Leadership Quarterly seeks empirical research that advances our understanding of leadership through rigorous causal inference methods. We invite submissions that employ experimental designs, quasi-experimental approaches, longitudinal studies, or other methodologically sound approaches to establish causal relationships in leadership phenomena.

Appel publié par The Leadership Quarterly. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Timeline

• November 22, 2026: Full paper submission deadline

Appel publié par The Leadership Quarterly. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Timeline

• September 15, 2026: Submission deadline

Iris K. Gauglitz, University of Bamberg

Peter Harms, University of Alabama's Culverhouse College of Business

Urszula Lagowska, NEOMA Business School

Birgit Schyns, NEOMA Business School

Kimberley Breevaart, Erasmus University Rotterdam

Leadership research increasingly recognizes the importance of examining both leader behaviours and their interpretations across organizational levels. Rather than treating behaviour and perception as competing perspectives, this special issue seeks to integrate them and explore how different organizational actors understand and react to leader actions in complex, modern workplaces.

The issue addresses gaps in current understanding, including how leader behaviours and their perceptions vary outside the leader-follower dyad, discrepancies between leader intentions and follower interpretations, and the effectiveness of leadership development programs. Contributors are encouraged to employ multilevel analytical approaches and diverse methodologies to capture the complexity of leadership dynamics.

Research submissions are invited across multiple areas: theoretical development of multilevel leadership models, investigation of underlying processes and contextual factors affecting behaviour perception, examination of interactions between organizational actors, and methodological innovations in measuring leader behaviour and perceptual biases.

Appel publié par European Journal of Work and Organizational Psychology. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Theoretical models proposing new or conceptually advanced configurations of leader behaviour and its perceptions, which consider the role of new working contexts in shaping leader behaviours and their perceptions
• Multi-level conceptualizations of the impact of leader behaviour at multiple levels of organizations with a view to understand how and why perceptions across levels differ
• Studies including models that explain why and under which conditions leader behaviour and its perceptions affect workplace outcomes, notably when leaders and others differ in their perceptions/(perceived) intentions or when behaviour is perceived as inconsistent or ambivalent
• Research that investigates polarisation in follower perceptions—why perceptions of the same behaviour may diverge significantly
• Studies looking at leader and follower behaviour and their interaction, such as how behaviours from one party trigger behavioural reactions of the other party and what that means for an effective collaboration
• Studies considering the role of organisational hierarchy in how leaders behave and how their behaviour is perceived
• Contributions considering interactions between personality traits (e.g., leader–follower trait congruence) in shaping behavioural expressions and perceptual accuracy; team outcomes of leader behaviour, for example, perception differences between team members and how this affects outcomes; and relative leader behaviour, that is, perceptions of how one follower is treated compared to others
• Studies that develop and validate new measures of leader behaviour (e.g., behavioural indicators)
• Studies that develop new measures that allow for the measurement of perceptual biases in leadership ratings and studies using advanced statistical approaches (e.g., polynomial regression analyses, multilevel modelling, pattern approaches)

Timeline

• February 1, 2026: Abstract deadline
• April 1, 2026: Decision on abstract
• December 1, 2026: Full paper submission deadline
• December 1, 2026: Review Round 1
• March 1, 2027: Decision on first revision communicated
• June 1, 2027: 1st revisions due
• September 1, 2027: Decision on second revision communicated
• November 1, 2027: 2nd revision due
• December 1, 2027: Final decision communicated
• February 1, 2028: Publication of special issue

Aneeqa Suhail, Tilburg University

Steven Kilroy, Trinity College Dublin

Robin Bauwens, Tilburg University

Sut I Wong, BI Norwegian Business School

Sasa Batistič, Tilburg University

This special issue examines the dynamic relationship between human resource management systems and leadership behaviors, addressing how they align, conflict, or substitute for one another in shaping organizational outcomes. The issue recognizes that while HRM and leadership research have traditionally developed as separate streams, they operate interdependently in practice. Understanding their interplay is essential for comprehending how people management actually functions in organizations and for developing more effective, coherent approaches to managing employees.

Appel publié par The International Journal of Human Resource Management. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How HRM systems and leadership behaviors interact in shaping employee and organizational outcomes across organizational levels
• Different forms of alignment between HRM and leadership (supplementary fit, complementary fit, perceptual filtering) and their distinct consequences
• When and how HRM systems function as substitutes for leadership and resulting consequences
• How misalignment between HRM systems and leadership behaviors emerges, persists, or becomes institutionalized
• When alignment amplifies negative outcomes such as work intensification, role overload, or employee strain
• How employees interpret and respond to misalignment or substitution between HRM systems and leadership
• Which configurations of HRM systems and leadership strengthen effectiveness of remote and hybrid work arrangements
• How leaders enact, adapt, or resist HRM systems when leading employees at a distance
• Employee experiences of alignment and misalignment in remote and hybrid work settings
• How HRM-leadership configurations evolve over time and affect employee and organizational outcomes
• How temporal shifts in leadership behaviors or HRM systems alter the balance between substitution and complementarity

Timeline

• March 31, 2027: Full paper submission deadline

Upper echelons research has long argued that organizational outcomes reflect the characteristics of those who lead them. Scholars have shown that personality plays a central role in shaping how executives interpret information, make decisions, interact with stakeholders, and steer their organizations. Yet, despite a rapidly expanding literature on CEO personality and related constructs, recent reviews highlight persistent challenges: conceptual narrowness, methodological limitations, geographic concentration, and a tendency toward insularity rather than theoretical integration.

Appel publié par Journal of Managerial Psychology. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How do motives, values, traits, and narratives of organizational leaders shape firm behavior?
• Under what conditions do personality effects strengthen or weaken?
• How can scholars better measure personality in the upper echelons?
• How do institutional, cultural, and governance contexts shape the expression and consequences of executive personality?
• Broadening the conceptualization of executive personality beyond Big Five and narcissism traits
• Integrating insights from personality psychology including motives, values, identity, and life stories
• Mechanisms linking personality to strategic outcomes such as CSR, M&A, innovation, and risk-taking
• Personality dynamics over time including personality change and developmental experiences
• TMT dynamics, leadership styles, and power distributions shaped by executive personality
• Contextual, cultural, and institutional moderators of personality effects across national cultures and governance systems
• Measurement and assessment of executive personality using multi-method designs and unobtrusive indicators
• Personality composition and complementarities within boards, TMTs, and collective leadership
• CEO selection, evaluation, and succession planning incorporating personality
• Executive personality influence on ethical decision making and societal outcomes

Timeline

• August 1, 2026: Submission window opens
• September 30, 2026: Submission window closes
• December 31, 2026: Decision notification
• June 1, 2027: Target publication