TRANSFORMATIONAL LEADERSHIP AS A DRIVER OF ORGANIZATIONAL CHANGE

Abstract

This article presents a theoretical and methodological exploration of transformational leadership as a contemporary managerial phenomenon that enables the effective initiation and implementation of organizational change across various sectors of the economy and spheres of public life. Explores the conceptual foundations and practical implications of transformational leadership as a critical driver of organizational change in the contemporary context of increasing volatility, uncertainty, complexity, and ambiguity (VUCA environment). Transformational leadership is conceptualized as a process grounded in strategic thinking, emotional intelligence, value-based orientation, and the ability to foster trust and meaningful engagement among organizational members. The study examines key scholarly approaches to defining transformational leadership, with particular attention to its integrative and multidimensional nature. The author develops and substantiates a model consisting of four interrelated levels of influence: strategic-visionary, cultural-behavioral, functional-structural, and emotional-individual. The success of the proposed model also depends on the organization's ability to adapt internal procedures to new management principles. The article demonstrates that the synergy of these components allows for deep and lasting organizational transformations, enhances collective readiness for change, and contributes to long-term institutional resilience. In addition, the paper highlights potential barriers to the implementation of transformational leadership, including institutional resistance, psychological inertia, and cultural constraints. Drawing on practical examples from public administration, educational organizations, and private enterprises, the research outlines real-world applications of the proposed model. The findings underscore that transformational leadership is not a universal formula but a dynamic process that must be contextually adapted to organizational structures, human resources, and external challenges.