Power, People, and Performance: Rethinking Organizational Leadership and Management

A special issue of Merits (ISSN 2673-8104).

Deadline for manuscript submissions: 15 January 2026 | Viewed by 263

Special Issue Editors


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Guest Editor
TUIBS Leadership, Management & Human Resources, Teesside University, Middlesbrough TS1 3BX, UK
Interests: women’s entrepreneurship; commercialization; leadership; management; aging; the role of higher education institutions (HEIs); the Sustainable Development Goals (SDGs)

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Guest Editor
Faculty of Management, Universiti Teknologi Malaysia, Skudai, Malaysia
Interests: entrepreneurship; leadership; management; organisational behaviour

Special Issue Information

Dear Colleagues,

We are pleased to invite you to contribute to this Special Issue of Merits, entitled “Power, People, and Performance: Rethinking Organizational Leadership and Management”. This publication focuses on the critical need to reimagine leadership and management practices in response to the disruptions, transformations, and challenges shaping today’s organizations. In a world marked by volatility, uncertainty, complexity, and ambiguity (VUCA), organizations must go beyond traditional leadership and management models. The ability to lead with vision, manage with agility, and empower people has become essential for fostering resilience and achieving sustainable performance. This Special Issue seeks to explore how leadership and management can evolve to meet these demands—through inclusive practices, ethical frameworks, and people-centered strategies that drive organizational transformation.

We welcome contributions that examine the changing nature of leadership and management in diverse organizational contexts. Particularly, we encourage the submission of research that investigates how power dynamics, employee engagement, and performance outcomes intersect; how leadership and management roles converge in practice; and how technology, crisis, and culture influence these dynamics. This Special Issue aligns with the mission of Merits to explore organizational behavior, workplace strategy, and the dynamic relationship between individuals and institutions. Our goal is to curate a collection of high-quality, insightful research articles that can also be compiled in book form.

Topics of interest include (but are not limited to) the following:

  • Inclusive and ethical leadership approaches;
  • Leading in digital and hybrid work environments;
  • Human-centered and participatory management practices;
  • Power, influence, and decision-making in organizations;
  • Leadership and management during periods of crisis or change;
  • Emotional intelligence and soft power in leadership;
  • Leadership development and succession planning;
  • AI, automation, and the evolving role of managers;
  • Cross-cultural leadership and global management strategies.

We welcome tha broad range of methodologies and research formats, including original empirical studies, conceptual frameworks, case studies, literature reviews, and meta-analyses. Interdisciplinary research drawing from fields such as business, psychology, public administration, education, and technology is highly encouraged. Both qualitative and quantitative approaches—such as interviews, grounded theory, regression analysis, SEM, ethnography, and mixed methods—are valued. We are particularly keen to publish research that offers innovative perspectives, integrates theory and practice, or provides comparative and global insights into leadership and management practices.

We look forward to your contributions to this timely and relevant publication. Submission guidelines and deadlines are available on the Merits journal website. For any inquiries, please do not hesitate to contact us.

Dr. Shaista Noor
Dr. Chaudhry Shoaib Akhtar
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Merits is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1000 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • leadership
  • management
  • organizational change
  • power dynamics
  • people-centric strategies
  • organizational performance
  • ethical leadership
  • human-centered management
  • digital transformation
  • leadership in crisis
  • agile organizations
  • remote work
  • global leadership

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Published Papers (1 paper)

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Review

34 pages, 1141 KB  
Review
When the Darkness Consolidates: Collective Dark Triad Leadership and the Ethics Mirage
by Abdelaziz Abdalla Alowais and Abubakr Suliman
Merits 2025, 5(4), 21; https://doi.org/10.3390/merits5040021 (registering DOI) - 31 Oct 2025
Abstract
This research explores how coalitions of leaders who score high in the Dark Triad traits—narcissism, Machiavellianism, and psychopathy—rebuild moral architectures in organizations to consolidate power, suppress dissent, and secure their rule. Contrary to work that has focused predominantly on individual toxic leaders, this [...] Read more.
This research explores how coalitions of leaders who score high in the Dark Triad traits—narcissism, Machiavellianism, and psychopathy—rebuild moral architectures in organizations to consolidate power, suppress dissent, and secure their rule. Contrary to work that has focused predominantly on individual toxic leaders, this research examines the collective processes that emerge when multiple high-DT-scoring leaders coalesce and unify their moral leadership front. Adopting a qualitative, article-based document analysis methodology, this study synthesizes and critiques evidence from 55 peer-reviewed articles published between 2015 and 2025. Thematic analysis identified three fundamental dynamics through which Dark Triad leaders collectively exercise dominance. The first, the Ethics Cartel, involves the construction of a shared moral façade that legitimates power and shields wrongdoing. The second, Mutual Cover, outlines forms of mutual protection in which leaders shield one another from accountability and scrutiny. The third, Cultural Capture, outlines processes through which organizational culture is increasingly reconfigured such that “ethics” are structured to favor leadership over employees or wider stakeholders. This study illustrates how these coalitions cross over into individual transgressions, creating systemic risk that warps the fabric of organizational culture. Employees are confronted with a work culture that positions ethics as a means of developing survival adaptive mechanisms, such as silence, withdrawal, or compliance. These processes not only harm psychological safety and break trust but also disable accountability mechanisms established to maintain integrity. This study contributes to the study of leadership and organizational ethics by framing ethics not as merely an individual moral stance but as a collective instrument of power. It calls for more attention to the risks that follow collaboration among toxic leaders and for governance arrangements that address the organizational and systemic consequences of these unions. By situating these findings within the broader debate on power, people, and performance, this paper aligns with the focus of the Special Issue “Power, People, and Performance: Rethinking Organizational Leadership and Management” by showing how collective Dark Triad leadership distorts organizational performance outcomes while reshaping power relations in ways that undermine people’s trust and well-being. These insights extend Alowais & Suliman’s findings, highlighting the systemic feedback loops sustaining ethical distortion. Full article
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