DEVELOPING LEADERSHIP POTENTIAL AS A FACTOR IN COMPETITIVE ADVANTAGE IN THE MANAGEMENT OF CORPORATE INNOVATION PROJECTS

Abstract

The article considers the theoretical and practical aspects of leadership potential development as a key element of strategic human resource management. It is determined that the current stage of economic development is characterized by the digitalization of business processes, high dynamics of change, and growing demands on the managerial competencies of personnel. It is found that the development of leadership potential is a strategic tool for increasing the competitiveness of an enterprise, as it ensures the flexibility, adaptability, and innovation capacity of the organization. The development of leadership potential takes on particular significance in the management of innovation projects, the implementation of which requires strategic thinking, flexibility, effective teamwork, and the ability to make decisions under conditions of uncertainty. It has been demonstrated that the development of relevant leadership competencies contributes to improving the effectiveness of innovation projects and creating competitive advantages for enterprises. The approaches of Ukrainian scientists to the interpretation of the concept of “leadership potential” are analyzed and its components are identified – managerial knowledge, socio-psychological skills, strategic thinking, and the ability to influence the team. The main directions for the formation of leadership potential are outlined: identification of employees with high potential, development of management skills through training, mentoring, and coaching, stimulation of initiative, creation of internal leadership academies, and use of digital platforms for training and assessing competencies. It is emphasized that the effectiveness of leadership development is largely determined by organizational culture, the motivation system, and support from top management. It has been found that a culture of co-leadership contributes to strengthening teamwork, trust, and staff accountability. Particular attention is paid to the role of digital leadership in modern organizations, where technological literacy, innovative thinking, and the ability to manage change are combined. Ways to improve the process of leadership development are proposed: integration of HR analytics for personalized development, introduction of a system for evaluating the effectiveness of leadership programs, combination of material and non-material incentives, and creation of an environment for continuous learning. It is concluded that leadership development is a continuous process that requires strategic vision, flexible HR policies, and a focus on an innovative corporate culture. The results of the study can be used in the practice of personnel management in the real sector of the economy to develop leadership development programs, build a personnel reserve, and strengthen the strategic sustainability of organizations.