УПРАВЛЕНЧЕСКИЙ ПОТЕНЦИАЛ РУКОВОДИТЕЛЯ: СТРУКТУРА НАВЫКОВ И КОММУНИКАЦИОННАЯ СОСТАВЛЯЮЩАЯ

Abstract:
The research problem is conditioned by the insufficient systematization of scientific approaches to determining the structure of a leader’s managerial potential and by the underestimation of the role of organizational and communication skills in ensuring the connection between managerial decisions and their practical implementation. Existing publications address certain aspects of managerial potential; however, a comprehensive understanding of its structure and the place of the communication component remains fragmented. The purpose of the article is to systematize scientific approaches to determining the structure of a leader’s managerial potential and to substantiate the special role of organizational and communication skills in ensuring the implementation of managerial decisions. The scientific novelty of the research consists in developing a structure of managerial potential skills comprising four interrelated groups (conceptual-analytical, organizational-communicative, social-managerial, and innovative-adaptive), as well as in substantiating a seven-component structure of a leader’s communication potential, each element of which is correlated with specific management functions. The research methods include system analysis, generalization of scientific literature, structural-functional analysis, and comparative analysis of scientific publications by Russian authors. The main results of the research consist in identifying four enlarged groups of managerial potential skills and seven components of a leader’s communication potential (information-analytical, verbal-communicative, non-verbal-communicative, cross-cultural, digital, creative-communicative, and reflexive-evaluative). It has been established that organizational and communication skills ensure the connection between strategic decisions and their practical implementation, while the digital component is the most universal, ensuring all management functions in the context of digital transformation. The practical significance of the work is determined by the possibility of using the obtained results for developing programs for the development of managerial potential, assessing the competencies of leaders, and forming the organization’s personnel reserve. Prospects for further research are related to the empirical verification of the proposed structure, the development of methodologies for assessing individual components of communication potential, and the study of industry-specific features of its development.