PSYCHOLOGICAL FEATURES OF LEADERSHIP AND MANAGERIAL STYLE IN HR-MANAGERS PROFESSIONAL ACTIVITY

Abstract

The article presents a comprehensive theoretical and empirical analysis of the psychological characteristics of leadership and managerial style in the professional activity of an HR manager under conditions of contemporary organizational transformations driven by digitalization, globalization processes, increasing labor market competition, and the need for continuous staff adaptation to change. The relevance of the study is determined by the growing role of the HR specialist as a strategic partner of top management, a mediator between administration and employees, and a facilitator of organizational development. The significance of personal, communicative, motivational, and emotional-volitional characteristics of a manager in shaping an effective human resource management system capable of ensuring organizational sustainability in conditions of uncertainty is substantiated. Special attention is paid to the role of emotional intelligence, reflexivity, social responsibility, stress resilience, and self-regulation as key factors of professional success for HR managers. It is demonstrated that a high level of development of these qualities contributes to constructive conflict resolution, the formation of a positive socio-psychological climate, the maintenance of trust within teams, and the strengthening of corporate identity. An effective HR manager is shown to combine strategic thinking with empathy, analytical abilities with a humanistic orientation, thereby ensuring a balance between organizational interests and employees needs. The study analyzes classical and contemporary approaches to leadership styles, including authoritarian, democratic, and laissez-faire styles, as well as situational, transformational, and servant leadership concepts. Their impact on organizational climate, employee engagement, work motivation, productivity, and the effectiveness of managerial decision – making is determined. It is argued that rigidly regulated leadership styles in dynamic environments уступают flexible leadership models based on partnership, delegation of authority, and the development of employee autonomy. The psychological mechanisms underlying the formation of the HR managers leadership style are revealed, taking into account individual psychological characteristics, professional experience, value orientations, and the specific features of corporate culture. Within the empirical part of the research, the relationship between leadership qualities, managerial style, and indicators of HR professionals performance effectiveness was examined, including employee satisfaction, recruitment efficiency, quality of onboarding processes, and staff retention. The findings indicate that the combination of a democratic management style with elements of transformational leadership promotes the establishment of trus-based relationships within teams, increases employees sense of responsibility, fosters the development of their professional potential, enhances intrinsic motivation, and reduces the risk of professional burnout among both employees and HR managers. The practical significance of the study lies in the possibility of applying the obtained results in the system of professional training and advanced development of HR managers, in designing programs for the development of leadership competencies, in forming models for assessing managerial potential, and in improving human resource management strategies. The proposed provisions can be implemented in organizations of various types and forms of ownership to enhance personnel management effectiveness and ensure sustainable organizational development.