PSYCHOLOGICAL OUTLINES OF THE STUDY OF THE PHENOMENON OF MANAGERIAL COMPETENCE OF AIR FORCE OPERATIONAL-LEVEL OFFICERS

Abstract

This article examines the psychological aspects of managerial competence among officers of the Air Force of the Armed Forces of Ukraine at the operational level. The research analyzes scientific approaches to defining key concepts including “management,” “leadership,” “command,” “managerial activity,” and “managerial competence.” The findings indicate that management encompasses a broader scope, involving strategic analysis, organization, and control of all processes, including planning, coordination, and oversight of organizational activities. The conceptual framework of command as a function of Air Force officers’ managerial activity at the operational level is explored. The study establishes that command constitutes a component of management within the military domain, implemented through specific orders and instructions, and involves individual decision-making, whereas management may incorporate collective strategic decision-making. Command is identified as a complex, dynamic process that maintains organizational structure, optimizes activities, and facilitates goal achievement. The research demonstrates that command is intrinsically linked to officers’ self-development, the formation of optimal behavioral models, and enhanced manageability of military systems. Furthermore, the development of command capabilities correlates with military specialists’ self-improvement, the establishment of appropriate behavioral models, and effective military systems management. The managerial competence of operational-level Air Force officers is founded on four key components: cognitive-activity, personal-motivational, emotional-regulatory, and leadershiporganizational. The study concludes that managerial competence serves as a critical determinant in effective command and quality management of Air Force military units and subdivisions.