SOCIO-PSYCHOLOGICAL TRAINING OF A LEADER’S MEDIATIVE COMPETENCE IN RESOLVING FINANCIAL CONFLICTS

Abstract

The article presents a comprehensive theoretical analysis of the socio-psychological foundations for the development of a leader’s mediative competence in the context of resolving financial conflicts within organizational environments. The relevance of the study is driven by the increasing frequency and intensity of financial disputes in professional interactions, which necessitates the search for new and effective approaches to conflict resolution. The study analyzes the psychological nature of individual conflict-proneness, identifying its structural components, forms of manifestation, and determining factors. It is demonstrated that conflict-proneness is not exclusively a destructive trait but can also function as a potentially adaptive response mechanism under conditions of social tension. The importance of constructive conflict-proneness is substantiated as a prerequisite for developing negotiation skills. Particular attention is paid to leadership as a factor in moderating conflict situations. It is emphasized that an effective modern leader must not only perform administrative functions but also possess the ability for dialogical interaction, emotional regulation, and facilitation of negotiation processes. In this context, mediative competence is conceptualized as an integral component of managerial effectiveness. The article outlines the main components of this competence (cognitive, emotional-regulatory, and behavioral) and highlights the necessity of specialized educational technologies for its development, especially socio-psychological training programs. The potential of socio-psychological training as an effective tool for fostering a leader’s mediative competence is explored. A three-stage structure for such training is proposed, including diagnostic assessment, instructional modules, and consolidation of acquired skills. It is concluded that socio-psychological training serves as an effective instrument for developing a competent leadermediator. This approach enhances not only the quality of managerial decision-making but also helps establish an internal organizational culture based on partnership, dialogue, and sustainable conflict resolution.