DEVELOPMENT OF ORGANIZATIONAL LEADERSHIP AS AN ELEMENT OF ANTI-CRISIS MANAGEMENT (IN THE CONDITIONS OF COVID)

Abstract

The article analyzes the role of organizational leadership in the modern public management system. The work reupdates the issues of organizational leadership development and analyzes them by example of the case of coronavirus pandemic. It is emphasized that the forced circumstances of shifting the work of organizations to virtual context led to new challenges and strengthening the decentralization trends in management and the need for collaborative leadership. Also, this context imposed new requirements on the managers of organizations, in particular, strengthening the level of their emotional intelligence — to response flexibly to emergencies and manage the growing anxiety of employees. The cases of public organizations are considered to determine the level of emotional intelligence among the managers and key characteristics, which manifests the emotional literacy of the manager in a crisis period. It is concluded to expand the areas of virtual reality of organizations’ activities, which will ensure effectiveness provided that there is developed organizational leadership. It is emphasized that developed organizational leadership requires a balance of EI and IQ. The effective team can consist of different individuals. The group cohesion and mutual understanding are achieved by active teaching methods, including role-playing games, individual management counseling and long-term social and psychological trainings. The prerequisite for forming a cohesive team is leadership qualities and organizational abilities of the manager, their participation in all trainings of competent business communication at the same level with other team members. With development of team spirit and assimilation of corporate culture, it is important to create a system for constant monitoring of interpersonal relations and psychological correction of conflicts.