Evolution of leadership paradigms in the context of organizational development of the 21st century
DOI:
https://doi.org/10.26661/2522-1566/2026-1/35-11Keywords:
leadership, leadership paradigms, organizational development, transformational leadership, emotional intelligence, authentic leadership, service leadership, change management, organizational culture, digital environmentAbstract
The article examines the evolution of leadership paradigms in the context of organizational development in the 21st century. It analyzes the transformation of scholarly approaches from classical trait theories and behavioral models to contemporary concepts of transformational, authentic, servant, and emotionally intelligent leadership. Particular attention is paid to the impact of globalization, digitalization, the dynamics of the VUCA environment, and the growing role of human capital on the transformation of managerial practices.
It is substantiated that modern leadership is viewed not merely as an individual characteristic of a manager but as a systemic organizational competence that ensures strategic flexibility, innovativeness, and resilience to external challenges. The study emphasizes the shift in focus from formal authority and administrative control to socio-psychological mechanisms of influence, trust-building, the development of organizational culture, and the enhancement of employee engagement.
Methodological challenges in contemporary leadership research are also analyzed, including issues related to the measurement of leadership styles, the role of followership, and the phenomenon of the “dark side” of leadership. The interrelationship between the development of leadership competencies and the achievement of long-term organizational competitiveness is established.
The expediency of integrating modern leadership paradigms into the practices of strategic management, human resource management, and organizational change is justified. The practical value of the study lies in the development of recommendations for implementing modern leadership models under conditions of digital transformation and global turbulence. The findings can be used in designing executive development programs, establishing systems for assessing leadership competencies, and improving organizational development models across various types of organizations.
JEL Classification: M10, M12, M14, O15.
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