Keywords
human capital
public administration
competencies
skills
digitalization
How to Cite
Abstract
Successful sustainable development of social relations requires effective regulatory influence in the context of public administration and leadership. Modern concepts of leadership are based on the principles of responsibility and competence, which stimulate the achievement of goals, implementation of reforms, improvement of administrative culture, and optimization of human capital. The purpose of the article is to analyze the current features of leadership development in the context of key skills and competencies. The study analyzes the motivational basis for the formation of leadership competencies and skills. It is found that the current dynamics of social processes are the reason for the formation of an innovative concept of leadership that synergizes guarantees of compliance with legal requirements and increases the efficiency of management processes. It is substantiated that the strategy of management and leadership today should be determined by the synergy of skills, competencies and abilities that have the vector of strategi city, strengthening of personal influence, development of critical thinking and continuous self-improvement. It is determined that the positive dynamics of development of the public administration system can be achieved through innovative approaches to the phenomena of management and leadership. The study proved that leadership in management systems must meet the requirements of the basic principles of public administration, comply with the mechanisms of vertical social mobility and the norms of institutional support. It has been established that institutional support for the leadership strategy needs to be updated in terms of regulatory and legal support, improvement of the structure of qualification requirements for a modern manager, development of economic instruments and a system of motivation of managers for continuous learning and continuous improvement of skills and qualifications.
References
1. Kolisnichenko, N. (2024). Styli liderstva v upravlinni personalom systemy publichnoi sluzhby: perspektyvni napriamky zarubizhnykh doslidzhen [Leadership styles in personnel management of the public service system: promising directions of foreign research]. Natsionalni interesy Ukrainy – National Interests of Ukraine, 2(2). https://doi.org/10.52058/3041-1793-2024-2(2)-394-404 (in Ukrainian)
2. Kolesnyk, L. L. (2019). Suchasni pidkhody do rozvytku liderstva na derzhavnii sluzhbi [Modern approaches to the development of leadership in civil service]. Ekonomika, upravlinnia ta administruvannia – Economics, Management and Administration, 3(89), 174–177. (in Ukrainian)
3. Storozhev, R. I. (2022). Mekhanizmy zabezpechennia rozvytku liderstva v publichno-upravlinskiy diialnosti [Mechanisms for ensuring leadership development in public administration] (Doctoral dissertation in Public Administration: 25.00.02). Kharkiv: National University of Civil Protection of Ukraine. https://nuczu.edu.ua/images/topmenu/science/spetsializovani-vcheni-rady/disStorozhev.pdf (in Ukrainian)
4. Lipentsev, A., & Romaniuk, O. (2021). Teoretychni ta kontseptualni pidkhody do doslidzhen aspektiv liderstva v orhanakh publichnoi vlady [Theoretical and conceptual approaches to the study of leadership aspects in public authorities]. Efektyvnist derzhavnoho upravlinnia – Efficiency of Public Administration, (67), 9–29. https://doi.org/10.33990/2070-4011.67.2021.240235 (in Ukrainian)
5. Bolden, R., Gulati, A., & Edwards, G. (2019). Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention. International Journal of Public Administration, 43(1), 26–36. https://doi.org/10.1080/01900692.2019.1604748
6. Gürlek, M., & Cemberci, M. (2020). Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance: A serial mediation analysis Kybernetes, 49(11), 2819–2846. https://doi.org/10.1108/K-09-2019-0632
7. Van der Voet, J., & Steijn, B. (2021). Team innovation through collaboration: How visionary leadership spurs innovation via team cohesion. Public Management Review, 23(9), 1275–1294. https://doi.org/10.1080/14719037.2020.1743344
8. Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2018). Strategic human resource management and public sector performance: context matters. The International Journal of Human Resource Management, 35(14), 2432–2444. https://doi.org/10.1080/09585192.2017.1407088
9. Torfing, J., Ferlie, E., Jukić, T., & Ongaro, E. (2021). A theoretical framework for studying the co-creation of innovative solutions and public value. Policy & Politics, 49(2), 189–209. https://doi.org/10.1332/030557321X16108172803520
10. Mardiana, D. (2020). The application of digital leadership of subdistrict head on public service performance with the delegation of regent/mayor authorities as the moderating variable. Airlangga Development Journal, 4(2), 154–164. https://doi.org/10.20473/adj.v4i2.23107
11. Head, B. W. (2022). Wicked problems in public policy: Understanding and responding to complex challenges. Springer Nature. https://doi.org/10.1007/978-3-030-94580-0
12. Melnyk, D. S., Parfylo, O. A., Butenko, O. V., Tykhonova, O. V., & Zarosylo, V. O. (2022). Practice of the member states of the european union in the field of anti-corruption regulation. Journal of Financial Crime, 29(3), 853–863. https://doi.org/10.1108/JFC-03-2021-0050
13. Storozhev, R. I. (2020). Tendentsii rozvytku liderstva v zakhidnoievropeiskykh krainakh: dosvid dlia Ukrainy [Trends in leadership development in Western European countries: experience for Ukraine]. Derzhavne budivnytstvo – State Building, (2). https://doi.org/10.34213/db.20.02.08 (in Ukrainian)
14. Pidlisna, T. (2021). Suchasni pidkhody do rozvytku liderstva v orhanakh publichnoi vlady [Modern approaches to leadership development in public authorities]. Pravo ta derzhavne upravlinnia – Law and Public Administration, (2), 158–164. https://doi.org/10.32840/pdu.2021.2.24 (in Ukrainian)
15. Kubareva, I. V., & Tarlev, V. V. (2022). Tsyfrove liderstvo yak instrument posylennia rynkovykh pozytsii pidpryiemstva: korporatyvnyi ta osobystisnyi kontekst [Digital leadership as a tool for strengthening the market position of the enterprise: corporate and personal context]. Stratehiia ekonomichnoho rozvytku Ukrainy – Strategy of Economic Development of Ukraine, (51), 120–138. https://doi.org/10.33111/sedu.2022.51.120.138 (in Ukrainian)
16. Mazur, H. F., Hudz, O. Ye., & Zalizniak, O. Yu. (2024). Rozvytok tsyfrovoho profiliu dlia zabezpechennia tsyfrovoho liderstva pidpryiemstva [Development of a digital profile to ensure digital leadership of the enterprise]. Ekonomika. Menedzhment. Biznes – Economics. Management. Business, (1), 51–57. https://doi.org/10.31673/2415-8089.2024.010007 (in Ukrainian)
17. National Agency of Ukraine on Civil Service. (2023). Analitychnyi zvit shchodo doslidzhennia orhanizatsiinoi kultury “Publichna sluzhba v Ukraini: Vasha tochka zoru” [Analytical report on the study of organizational culture “Public service in Ukraine: Your point of view”]. National Agency of Ukraine on Civil Service. https://nads.gov.ua/storage/app/sites/5/DIYALNIST/UPRAVLINJA%20PERSONALOM/Analitika%20ta%20doslidgenja/analitichniizvitorganizatsiinakultura2023.pdf (in Ukrainian)
18. Ashok, M., Al Badi Al Dhaheri, M. S. M., Madan, R., & Dzandu, M. D. (2021). How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations. Journal of Knowledge Management, 25(9), 2245–2273. https://www.emerald.com/insight/content/doi/10.1108/jkm-09-2020-0700/full/html
19. Buhagiar, K., & Anand, A. (2021). Synergistic triad of crisis management: leadership, knowledge management and organizational learning. International journal of organizational analysis, 31(2), 412–429. https://doi.org/10.1108/IJOA-03-2021-2672
20. Franken, E., Plimmer, G., & Malinen, S. (2020). Paradoxical leadership in public sector organisations: Its role in fostering employee resilience. Australian Journal of Public Administration, 79(1), 93–110. https://doi.org/10.1111/1467-8500.12396
21. Ingrams, A., Piotrowski, S., & Berliner, D. (2020). Learning from our mistakes: Public management reform and the hope of open government. Perspectives on Public Management and Governance, 3(4), 257–272. https://doi.org/10.1093/ppmgov/gvaa001
22. Hbur, Z., & Biloshkurska, N. (2025). Rol transformatsiinoho liderstva u spryianni orhanizatsiinym innovatsiiam [The role of transformational leadership in fostering organizational innovation]. Public Management and Policy, 1(5), 39–46. https://doi.org/10.70651/3041-2498/2025.1.05 (in Ukrainian)
23. Mykytyuk, R., & Yankiv, M. (2025). Brend lidera yak okremyi kanal marketynhu pidpryiemstva [Leader’s brand as a separate marketing channel of the enterprise]. Social Development: Economic and Legal Issues, (4). https://doi.org/10.70651/3083-6018/2025.4.30 (in Ukrainian)
24. Buryk, Z., Piatnychuk, I., & Biloshkurskyi, M. (2025). Leadership, management, and socio-economic adaptation: Contemporary challenges and strategic perspectives. International Journal of Organizational Leadership, 14(First Special Issue-Editorial), 1–8. https://doi.org/10.33844/ijol.2025.60450
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Copyright (c) 2025 Yuri Kopchak, Solomiia Voskobiinyk, Tamara Semenchenko