EVOLUTION OF LEADERSHIP SKILLS IN RESPONSE TO GLOBAL CRISES

Анотація

The article examines the evolution of leadership skills during 2019–2025 under the influence of global crises, digital transformation and increasing uncertainty in the management environment. It is substantiated that the idea of leadership, which is focused on control, efficiency and formal management, is gradually losing its universality, giving way to an integrated model that combines technological awareness, socio-emotional competencies and valueoriented behavior of the leader. The purpose of the study is a systematic analysis of the transformation of leadership skills in time dynamics, taking into account changes in the external environment and management challenges. The work uses a periodization approach, which allowed us to distinguish four stages of leadership development: the pre-crisis period of stability, the period of the pandemic crisis, the stage of geopolitical instability and the phase of adaptation to the long-term crisis reality. For each of the stages, the nature of the management context, the change in the role of the leader and the specifics of the use of digital technologies are determined. It is proven that the development of leadership skills is cumulative, that is, new competencies do not replace previous ones, but expand them in accordance with the increasing complexity of management tasks. In periods of crisis, the importance of emotional intelligence, crisis communication, the ability to maintain trust and psychological stability of personnel increases. In conditions of prolonged instability, the role of the ethical dimension of leadership, a human-centered approach and the ability to combine a strategic vision with concern for the well-being of employees increases. Special attention is paid to the integration of digital technologies and artificial intelligence into management processes. It is shown that the technological literacy of a modern leader must be combined with responsibility, transparency of decisions and the preservation of humanistic principles of interaction. The generalization of the results made it possible to form clusters of leadership skills for each period and outline the trend of transition from process-oriented to human-centered and value-driven leadership. The conclusions obtained can be used to update leadership development programs and form management models that are resistant to constant change.

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