THEORETICAL ANALYSIS OF THE PHENOMENON OF MILITARY LEADERSHIP

Authors

DOI:

https://doi.org/10.32689/2617-2224-2022-5(33)-15

Keywords:

Armed forces of Ukraine, leader, military leadership, personal qualities, values, public management, national security

Abstract

Leadership remains a key component of ensuring the professional activity of individual servicemen of various categories, as well as military administration bodies, military units (units) during the performance of assigned tasks, despite the diversity of definitions and methods of implementation. One of the most important conditions for the development of the modern Armed Forces of Ukraine is the development of military leadership. The purpose of the work. The purpose of the article is a theoretical analysis of scientific approaches to the phenomenon of military leadership. Methodology. In the proposed article, special attention is paid to the theoretical analysis of the phenomenon and modern approaches to the scientific study of military leadership. Scientific novelty. It has been proven that the leadership of military personnel plays a decisive role, in particular, in values, traditions, ethics of behavior, experience in observing military discipline and corporate military culture. Conclusions. It is noted that the phenomenon of leadership testifies to the significant role of self-improvement and self-regulation in a military leader who acts in extreme conditions, as it provides the opportunity to educate a personality capable of independently making decisions, forming and finalizing tasks in accordance with the requirements of complex, changing situations, and thanks to this, achieving set goals. It was established that the process of military leadership development affects managerial decision-making and causes further transformation, which is manifested in leadership attitudes towards professional success.

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Published

2022-12-07

How to Cite

Усаченко, О. О. (2022). THEORETICAL ANALYSIS OF THE PHENOMENON OF MILITARY LEADERSHIP. Public Management, (5 (33), 109-113. https://doi.org/10.32689/2617-2224-2022-5(33)-15

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