TRANSFORMATIONAL LEADERSHIP AS A COMPONENT OF IMPROVING ENTERPRISE ORGANIZATIONAL CULTURE IN THE CONTEXT OF ENSURING SUSTAINABLE DEVELOPMENT

Abstract

The article substantiates the theoretical and methodological foundations and develops applied recommendations for modernizing the organizational culture of business entities based on transformational leadership tools in the context of the BANI world and martial law. The relevance of the study is driven by current challenges, destructive changes in the domestic labor market (labor shortages, forced migration), and the declining efficiency of traditional management methods. The methodological framework comprises methods of theoretical generalization, analysis, comparative analysis, as well as tabular and graphical methods. Based on the generalization of scientific approaches, a comprehensive structural-logical model of enterprise functioning has been developed. It is proved that the synergy of the core components of transformational leadership–individualized consideration, intellectual stimulation, and inspirational motivation–minimizes staff anxiety, activates their cognitive and creative potential, fosters a favorable socio-psychological climate, and aligns the team toward achieving the UN Sustainable Development Goals (SDGs 4, 8, 9). A significant applied result of the study is a comparative analysis of educational and professional programs in specialty 073 «Management» across five agricultural higher education institutions of Ukraine (NULES, SBTU, OSAU, VNAU, PDAU). The formation of the university sample based on the geo-economic principle is justified, which allowed for considering the specific features of local labor markets, regional logistical infrastructure, and the industrial profile of territories. By constructing a radar chart, two contrasting internal strategies for soft skills integration were identified: a dissipative model in PSAU, VNAU, OSAU, and SBTU, and a concentrated model in the form of a compact core of specialized courses in NULES. To ensure the high-quality development of students’ leadership potential and to adapt the organizational culture of enterprises to modern labor market requirements, the necessity of implementing three strategic measures is substantiated: intensifying dual education to immerse students in the management processes of real agribusiness; fostering synergetic interaction with practitioners during the modernization of educational programs for the prompt integration of crisis management case studies; and diversifying international academic mobility programs to transfer innovative knowledge into the internal environment of companies.