ORGANIZATIONAL POTENTIAL OF THE PERSONALITY OF THE HEAD OF A STRUCTURAL UNIT
DOI:
https://doi.org/10.32782/psy-visnyk/2025.3.35Keywords:
organizational potential, manager, transformational leadership, trust, adaptation, innovative capacity, competitiveness.Abstract
The article is devoted to the systematization of theoretical approaches to understanding the organizational potential of a structural unit manager as a key factor in the effectiveness of managing organizational processes. Organizational potential is considered as a multidimensional characteristic that combines personal, professional, managerial, and ethical qualities of the manager, which together form the foundation of their ability to effectively influence the team, make strategic managerial decisions, and flexibly adapt their leadership style to contemporary challenges. The study revealed that the organizational potential of a manager includes key components: motivation, emotional stability, cognitive abilities, communication skills, leadership competencies, trust, ethicality, and responsibility. These components are interconnected and form an integral system of qualities that ensures not only the effectiveness of managerial activity but also the creation of a positive emotional and psychological climate within the unit. Special attention is paid to the role of transformational leadership as a mechanism for building a high level of employee trust in the manager, which serves as an important mediator in enhancing the organization’s capacity for change. Transformational leadership, in addition to directly influencing employees’ motivation and self-esteem, activates innovation development processes and supports the sustainable growth of the organization. It has been proven that the organizational potential of a manager is not limited solely to leadership qualities or managerial competencies. It also encompasses the manager’s ability to stimulate active knowledge exchange and intellectual capital within the team, which is critically important for adapting to rapid changes in the economic environment and enhancing the enterprise’s competitiveness. The ability to organize an effective knowledge management process, create conditions for the development of the unit’s innovation potential, and promote continuous learning of personnel is an essential determinant of the manager’s organizational potential.
References
Al-Haddad S., Kotnour T. Integrating the organizational change literature: a model for successful change. Journal of
Organizational Change Management. 2015. Vol. 28, No. 2. P. 234–262. DOI: 10.1108/JOCM-09-2013-0195.
Bayraktar S., Jiménez A. Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change. Journal of Organizational Change Management. 2020. Vol. 33, No. 2. P. 301–317. DOI: 10.1108/JOCM-09-2018-0566.
Burnes B., By R.T. Leadership and change: the case for greater ethical clarity. Strategic Direction. 2012. Vol. 28, No. 10. DOI: 10.1108/sd.2012.05628jaa.005.
Busari A.H., Khan S.N., Abdullah S.M., Mughal Y.H. Transformational leadership style, followership, and factors of employees’ reactions towards organizational change. Journal of Asia Business Studies. 2019. Vol. 14, No. 2. P. 181–209. DOI: 10.1108/JABS-03-2018-0083.
Cao T. T., Le P. B. Impacts of transformational leadership on organizational change capability: a two-path mediating role of trust in leadership. European Journal of Management and Business Economics. 2024. Vol. 33, No. 2. P. 157–173. DOI: https://doi.org/10.1108/EJMBE-06-2021-0180.
Judge W., Douglas T. Organizational change capability: the systematic development of a scale. Journal of Organizational Change Management. 2009. Vol. 22, No. 6. P. 635–649. DOI: 10.1108/09534810910997041.
Le P.B., Lei H. The mediating role of trust in stimulating the relationship between transformational leadership and knowledge sharing processes. Journal of Knowledge Management. 2018. Vol. 22, No. 3. P. 521–537. DOI: 10.1108/JKM-06-2017-0266.
Lei H., Gui L., Le P.B. Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing. Journal of Knowledge Management. 2021. Vol. 25, No. 7. P. 1832–1852. DOI: 10.1108/JKM-12-2020-0856.
Lei H., Leaungkhamma L., Le B.P. How transformational leadership facilitates innovation capability: the mediatingбrole of employees’ psychological capital. Leadership & Organization Development Journal. 2020. Vol. 41, No. 4. P. 481–499. DOI: 10.1108/LODJ-06-2019-0245.
Yuwono W., Ewaldo D., Marheni D. K., Saputra S. The Influence of Leadership Style Mediated by Intellectual Capital and Innovation on International Manufacturing Company Performance Digital Investigation of Journal of Emerging Market Social Sciences 2024 Vol. 6 Issue 3 DOI: https://doi.org/10.38035/dijemss.v6i3.4028
Kludacz-Alessandri M., Hawrysz L., Żak K., Zając W. The impact of digital transformational leadership on digital intensity among primary healthcare entities: a moderated mediation model. BMC Health Services Research. 2025. Vol. 25. P. 117. DOI: 10.1186/s12913-025-12283-x.
Choi B., Cho K.W. Influence of Transformational Leadership on Innovative Behavior in the Korean Public Service Sector: The Moderated Mediating Effect of Change Management and PSM. Public Performance & Management Review. 2024. P. 437–467. DOI: 10.1080/15309576.2024.2436631.
Agazu B.G., Kero C.A., Debela K.L. Transformational leadership and firm performance: a systematic literature review. Journal of Innovation and Entrepreneurship. 2025. Vol. 14, No. 29. DOI: 10.1186/s13731-025-00476-x.
Kim J.Y., Yoon D.-Y. How transformational leadership of managers affects employee innovative behavior in IT corporations. Frontiers in Psychology. 2025. Vol. 16. DOI: 10.3389/fpsyg.2025.1565307.
Yu J., Xiang K. Transformational Leadership, Organizational Resilience, and Team Innovation Performance: A Model for Testing Moderation and Mediation Effects. Behavioral Sciences. 2025. Vol. 15, No. 1. P. 10. DOI: 10.3390/bs15010010.
