THEORETICAL JUSTIFICATION OF THE USE OF THE CONCEPT OF “SOFT POWER” IN PSYCHOLOGY

Abstract

This article aims to analyze the theoretical and methodological foundations of the use of the concept of “soft power” in psychology, in particular in the field of management. The author seeks to reveal the essence of this concept, the structure of “soft power” and its main components, which are manifested in management processes. As a result of the analysis of publications and works related to this issue, signs of the use of “soft power” in management and modern leadership styles were identified. At the same time, criteria and indicators of its use by women managers in the process of performing managerial duties were identified. The research methodology is based on conducting a theoretical analysis of research aimed at studying “soft power”, modern leadership and management styles. To achieve the set goal, a synthesis of ideas about the foundations and signs of the use of “soft power” to achieve set goals, as well as leadership and management models, was carried out. In order to compare the studied approach to achieving the desired result when interacting with other people with modern leadership styles, the method of comparative analysis was used. At the same time, the main criteria and indicators of the use of “soft power” in management are identified through the use of the method of systematization of ideas about the phenomena under study. The scientific novelty lies in the introduction of the concept of “soft power” from the fields of economics and international relations into psychological science. Also, for the first time, a comparative analysis of its methods with the main components of modern leadership styles, which include transformational, authentic and servant leadership, was carried out. The article first systematically describes the criteria for the use of “soft power” by managers. These results of theoretical research can serve as the basis for the development of practical tools aimed at forming the ability of managers to use «soft power» in the performance of their duties to improve the performance of organizations. Conclusions. Therefore, “soft power” can become a new effective approach to management, which will allow solving the current problems of ensuring the effective operation of organizations in times of crisis and instability by increasing the level of commitment of employees to work in them, as well as forming the desire to achieve the set goals through the attractiveness of the final results in the light of ensuring their own interests, and not only material rewards.