Преузмите цео чланак у ПДФ формату
This paper examines the role and interdependence of leadership competencies, leadership style, and context (situational factors) within a military organization, proceeding from the assumption that context is not a static backdrop but an active moderator of leadership. The initial premise is that the competency profile of managers directs their inclination toward either a more directive or a more participative leadership style. Strategic, interpersonal, and adaptive competencies are conducive to transformational and participative leadership, whereas procedural and control-oriented competencies correlate with transactional and directive approaches. Under conditions of high complexity, dynamism, and accelerated technological change, effective leadership emerges through the integration of traditional military values and contemporary leadership models, that is, through the functional combination of directive and participative approaches in accordance with situational factors (time and risk, phase of the operation, maturity and cohesion of the unit, cultural context, and legal framework). Through an analysis of relevant theoretical approaches, it is demonstrated that the appropriate alignment of competencies and leadership style, together with the ability to adapt to situational demands, contributes to cohesion, morale, safety, successful task execution, and a positive work climate. It is concluded that leadership transcends formal positions of power and that leader development cannot be reduced to the adoption of a single style, but rather to the construction of an adaptive repertoire grounded in values, competencies, and doctrine. The proposed approach maximizes clarity, speed, and discipline in execution, while simultaneously preserving initiative, learning, and the ethical compass, operationalized through a repertoire of leadership competencies.