Leadership competencies for the future in enterprises: between technology, relationships and responsibility

Abstract

The article addresses the issue of contemporary leadership competencies in the context of accelerated technological transformation, globalization, and the increasing complexity of the environment. In the empirical part, three research questions are addressed, focusing on the hierarchy of the five competence blocks and on differences in their perceived importance between sectors and between enterprises of different sizes. The theoretical part synthesizes the evolution of leadership concepts, from trait and style approaches, through situational and relational theories, to contemporary paradigms of transformational, authentic, servant, and digital leadership. It highlights that the leader of the future functions as a visionary, integrator, innovator, and mentor, combining technological, social, and ethical dimensions.

The empirical part presents the results of an exploratory study conducted among 57 middle managers from four sectors of the economy, using a questionnaire with a five-point Likert scale. The questions were grouped into five blocks: digital and technological competencies, social and emotional competencies, adaptive competencies, strategic and innovative competencies, and ethical and sustainable development competencies. The analysis of the averages indicated the highest ratings for adaptive and socio-emotional competencies, emphasizing the importance of flexibility, lifelong learning, communication, and trust in a turbulent environment. At the same time, digital and strategic-innovative competencies received significantly high ratings, particularly in technology-driven sectors and large organizations, where demands related to data analytics, AI, and long-term planning are growing. Ethical and pro-environmental competencies achieved a solid, though slightly lower, level, with an upward trend observed in regulated sectors. The conclusions emphasize the necessity of developing an integrated profile of leadership competencies and investing in adaptability, emotional intelligence, and digital fluency as critical competencies. The study’s limitations point to directions for further research: replications on larger, random samples, comparative inter-industry and longitudinal analyses, as well as modeling the relationships between competency blocks and organizational outcomes.