“Leader” and “leadership culture” in the context of organizational management system transformation

The article explores contemporary views on the concepts of “leader” and “leadership” in the context of managing the competitiveness of industrial enterprises. It examines not only the skills and qualities a leader should possess but also their role and functions in managing transformation. Special attention is given to the leader's ability to unite human resources and direct them towards achieving long-term growth for the enterprise. Key aspects necessary for successful leadership are explored, including the ability to inspire and motivate the team, make strategic decisions, and ensure organizational development. Thus, the focus of the research is on the significance of leadership for managing industrial enterprises and their successful development in competitive conditions. The article investigates the effectiveness of leadership in the process of transforming management systems in industrial enterprises. It argues that a leader with formal managerial authority is more effective in this process compared to a purely informal leader or a formal manager. The author examines various aspects of this assertion, such as the ability of formal leaders to make strategic decisions, manage changes, and coordinate personnel actions. Therefore, the central thesis of the study is that in industrial enterprises, a real leader with legal authority can be significantly more successful in the process of transforming management systems. The article introduces the concept of "leadership culture" as a set of behavioral artifacts of the leader and develops a methodology for assessing "leadership culture" during organizational transformation, which can be effectively used in various sectors of the economy.