Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives
The article examines the interaction of leadership, group dynamics, and self-management as key factors in enhancing the competitiveness of entrepreneurship and considers the conceptual and categorical framework of these components and their synergistic effect. Special attention is given to leadershi...
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| Cite this: | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives / T. Sergiienko // Економічний вісник Донбасу. — 2025. — № 4 (82). — С. 150-155. — Бібліогр.: 11 назв. — англ. |
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| description | The article examines the interaction of leadership, group dynamics, and self-management as key factors in enhancing the competitiveness of entrepreneurship and considers the conceptual and categorical framework of these components and their synergistic effect. Special attention is given to leadership as a factor of strategic development, group dynamics in forming effective teams and coordinating actions, and self-management as a tool for self-organization, responsibility, and decision-making. It is established that the interaction of these components contributes to increased flexibility, innovativeness, and resilience of the enterprise in a volatile market environment.
У статті розглядається взаємодія лідерства, групової динаміки та самоуправління як ключових факторів підвищення конкурентоспроможності підприємництва, а також розглядається концептуально-категоріальний апарат цих компонентів та їх синергетичний ефект. Особлива увага приділяється лідерству як фактору стратегічного розвитку, груповій динаміці у формуванні ефективних команд та координації дій, а також самоуправленню як інструменту самоорганізації, відповідальності та прийняття рішень. Встановлено, що взаємодія цих компонентів сприяє підвищенню гнучкості, інноваційності та стійкості підприємства в умовах нестабільного ринкового середовища.
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T. Sergiienko
150
ISSN 1817-3772 Економічний вісник Донбасу № 4 (82), 2025
https://doi.org/10.12958/1817-3772-2025-4(82)-150-155
UDC 658.012.2:005.95/96+334
Tetiana Sergiienko,
PhD (Political), Associate Professor,
ORCID 0000-0002-4654-9248
e-mail: sergienko7921@gmail.com
National University Zaporizhzhia Polytechnic, Zaporizhzhia
INTERACTION OF LEADERSHIP, GROUP DYNAMICS AND SELF-MANAGEMENT
FOR ENHANCING COMPETITIVENESS IN ENTREPRENEURSHIP
Introduction. Modern entrepreneurship is devel-
oping under conditions of high competition, rapid tech-
nological change, market globalization, and external en-
vironmental instability. In these realities, business com-
petitiveness increasingly depends not on material re-
sources, but on human capital, management efficiency,
and the ability to adapt. Therefore, the combination of
such managerial components as leadership, group dy-
namics, and self-management becomes crucial.
Leadership serves as a strategic factor in shaping
vision, motivation, and change management, determin-
ing the pace of enterprise development. At the same
time, group dynamics influence the effectiveness of
team interaction, role distribution, coordination of ac-
tions, and collective productivity. Self-management, un-
derstood as the entrepreneur’s ability to self-organize,
take responsibility, exercise self-control, and make de-
cisions, ensures the sustainability and efficiency of man-
agement processes under uncertainty.
Despite the fact that each of these aspects is ac-
tively studied separately, their combined impact on en-
hancing competitiveness in entrepreneurship remains
insufficiently explored. There is a lack of systematic
analysis of how the interaction of leadership qualities,
effective teamwork, and self-management forms strate-
gic and operational advantages for businesses, and pro-
motes innovativeness, flexibility, and market resilience.
Moreover, modern entrepreneurial activity involves
rapid decision-making, functioning within networked
and decentralized structures, the use of project teams,
and partnership models. This highlights the need to ex-
amine not only individual managerial competencies but
also their interaction as a factor in shaping competitive
advantages.
Thus, studying the interaction of leadership, group
dynamics, and self-management is both timely and prac-
tically relevant, as it makes it possible to identify new
organizational and managerial approaches capable of
ensuring the competitiveness of entrepreneurship amid
modern challenges and transformations.
Analysis of recent research allows us to outline
several conceptual directions within which the factors
of entrepreneurial competitiveness are considered.
The works of I. Ahieieva, K. Halatsyn, S. Holubieva,
N. Zuiienko, L. Kapchenko, V. Luhova, N. Liubchenko,
N. Nychkalo, V. Oliinyk, L. Petrenko, O. Pyshchyk,
V. Radkevych, T. Rozhnova, L. Rudenko, V. Svystun,
L. Serhieieva, H. Tymoshko, I. Tymchenko, and A. Kho-
m'iak emphasize the role of self-management and com-
municative culture in improving the effectiveness of
management and entrepreneurial activity. A significant
contribution to the study of the phenomenon of leader-
ship and the substantiation of the qualities of a modern
leader has also been made by domestic scholars, includ-
ing I. Hryshchenko, M. Yefymenko, L. Kozhushko,
I. Markina, N. Prylepa, H. Shvindina, L. Shevchenko,
and others.
In the works of R. Dilts, E. Dyringa and J. Russell,
A. Meneghetti, H. Mintzberg, and R. Stogdill, leader-
ship is viewed as a system of influence that goes beyond
formal managerial functions and is based on a combina-
tion of personal qualities, group interaction, and the
ability to self-regulate. In this context, researchers focus
on how a leader is able to activate the potential of the
team, build trust, and direct group dynamics to achieve
the strategic goals of a business.
Despite a solid theoretical foundation, most studies
analyze these components separately, without consider-
ing their integration in the context of modern entrepre-
neurship. Contemporary empirical works demonstrate a
relationship between the maturity of group dynamics,
the level of trust and psychological safety in teams, and
indicators of innovativeness, productivity, and market
adaptability of enterprises. It has been confirmed that
self-management skills of managers and entrepreneurs
correlate with the quality of decision-making, stress re-
silience, learning speed, and the ability to scale a busi-
ness. In the entrepreneurial environment, communica-
tive competence is a key factor in coordinating actions,
aligning goals, and transforming individual results into
a team effect.
However, existing publications provide only a lim-
ited description of the interaction of the three compo-
nents – leadership, group dynamics, and self-manage-
ment – as an integrated prerequisite for shaping business
competitiveness. The tools for assessing their combined
impact on innovation development, resilience, and the
growth of small and medium-sized enterprises remain
© Publisher Institute of Industrial Economy of National Academy of Sciences of Ukraine, 2025
© Publisher State Higher Education Institution «Luhansk Taras Shevchenko National University», 2025
https://orcid.org/0000-0002-4654-9248
T. Sergiienko
151
Економічний вісник Донбасу № 4 (82), 2025 ISSN 1817-3772
insufficiently developed. This highlights the need to sys-
tematize theoretical approaches and create a practical
model that integrates these components into a coherent
architecture for developing competitive advantages.
The aim of the article is to analyze the interaction
of leadership, group dynamics, and self-management
and to substantiate their impact on enhancing competi-
tiveness in entrepreneurship.
Research results. The interaction of leadership,
group dynamics, and self-management is a key factor de-
termining competitiveness in entrepreneurship. The ef-
fectiveness of this interaction directly influences the
adaptability of business entities to changes in the external
environment, the speed of strategic decision-making, and
the development of innovation processes (Fig. 1).
Fig. 1. The impact of leadership, group dynamics,
and self-management on competitiveness
in entrepreneurship
Source: compiled by the author
Analysis of scientific sources and practical ap-
proaches made it possible to outline the key functions of
each component of the integrated system (see Table 1).
Identifying these functions is important because it al-
lows not only the systematization of the roles of leader-
ship, group dynamics, and self-management in organi-
zational development but also the determination of how
each component influences strategic, operational, and
individual effectiveness. This approach provides a
methodological basis for further analysis of the interac-
tion between components and the assessment of their
contribution to shaping enterprise competitiveness.
The presented systematization allows us to see the
complementarity of leadership, group dynamics, and
self-management within the structure of an integrated
system. Each component performs specific functions,
yet their combination forms the foundation for effective
management and sustainable organizational develop-
ment. Further analysis should focus on the features of
implementing each element, in particular the role of
leadership as a system-forming factor, the mechanisms
of group dynamics in ensuring team productivity, and
the significance of self-management for enhancing indi-
vidual effectiveness.
First, leadership should be considered as a key ele-
ment of the integrated system. It is defined as a system-
forming factor that sets the strategic development vector
for business entities and fosters trust, motivation, and re-
sponsibility among team members. In the context of small
and medium-sized enterprises, active leadership facili-
tates rapid adaptation to market changes, shapes corporate
culture, and stimulates innovative initiatives [5, p. 89].
Table 1. Key Functions of the Components of the Integrated System
(Leadership, Group Dynamics, and Self-Management)
Com-
ponent
Key Functions
L
ea
d
er
sh
ip
- Shaping strategic vision and goals: defining long-term development directions, innovation priorities, e.g., launching a
new product or entering a new market.
- Creating an atmosphere of trust and team interaction: regular meetings, open discussion of issues, supporting employees
in decision-making.
- Motivating employees to achieve results: bonus systems, recognition of achievements, training programs, mentoring.
- Ensuring accountability for decisions: implementing KPIs, evaluating results, clear roles and responsibilities for projects.
G
ro
u
p
D
y
n
am
ic
s
- Coordinating joint actions: planning team projects, distributing tasks among participants, monitoring progress.
- Developing effective communication: active listening, regular feedback, creating channels for information exchange
(online platforms, daily stand-ups).
- Managing interpersonal relationships and preventing conflicts: conducting team-building trainings, facilitating complex
discussions. - Stimulating collective creativity and innovation: organizing brainstorming sessions, idea competitions, im-
plementing employee suggestions.
S
el
f-
M
a-
n
ag
em
en
t
- Organizing personal time and resources: using time management techniques, planning the workday, prioritizing tasks.
- Setting individual goals and monitoring their achievement: personal development plans, evaluating effectiveness, ad-
justing work strategies.
- Developing self-regulation and stress resilience skills: applying stress management techniques, meditation, work-life
balance.
- Enhancing personal effectiveness and responsibility: monitoring task completion, making independent decisions, adapt-
ing to market changes, improving team performance.
Source: compiled by the author
Group dynamics acts as an intermediary between
leadership influence and team productivity. It ensures
coordination of actions, psychological safety, role
clarity, and effective communication. Practice shows
that effective group interaction allows strategic business
objectives to be achieved more quickly and accurately,
while also increasing the team’s motivation for innova-
tive activity [2, p. 22].
Leadership
Self-
Management
Group
Dynamics
Competitiveness in
Entrepreneurship
T. Sergiienko
152
ISSN 1817-3772 Економічний вісник Донбасу № 4 (82), 2025
Self-management of managers and employees
shapes individual effectiveness, self-regulation, the abil-
ity for rational planning, and stress resilience [9, p. 134].
Possession of these skills directly affects the speed of
adaptation to market changes, the quality of strategic
thinking, and the ability to make effective managerial
decisions. Practical experience from small and medium-
sized enterprises shows that the development of self-
management, combined with active leadership and har-
monious group dynamics, enhances employee produc-
tivity and facilitates business scaling [1, p. 46].
The summarized research results indicate that the
maximum effect is achieved through coordinated inter-
action of leadership, group dynamics, and self-manage-
ment. Leadership sets the strategic direction, group dy-
namics implement it through coordination and commu-
nication [7, p. 33], and self-management supports indi-
vidual effectiveness and personal responsibility. Enter-
prises that integrate the development of team interac-
tion, leadership practices, and self-management skills
demonstrate increased competitiveness, flexibility, in-
novative activity, and resilience to crisis changes.
The summarized results of the interaction of com-
ponents are presented in Table 2.
Table 2. Integrated impact of leadership, group dynamics, and self-management
on entrepreneurship competitiveness
Component Key Characteristics Role in Competitiveness Interaction Outcome
Leadership Influence, strategic vision, motiva-
tion, delegation
Shapes strategic direction, sets
the development vector
Activation of team potential, inspira-
tion, and responsibility
Group Dy-
namics
Role alignment, trust, psychological
safety, effective communication
Ensures coordination of actions,
supports innovativeness
Synergy, team productivity, adapta-
bility
Self-Manage-
ment
Self-regulation, time management,
stress resilience, adaptability
Enhances decision-making ef-
fectiveness, speed of adaptation
Individual effectiveness, proactivity,
readiness for change
Integrated Ef-
fect
Interaction of leadership, group dy-
namics, and self-management
Strengthens the enterprise’s
competitive advantages
Increased innovativeness, resilience,
flexibility, and market adaptability
Source: compiled by the author
The summary of the integrated impact of the three
components demonstrates that it is their interaction, ra-
ther than isolated functioning, that drives the growth of
entrepreneurial competitiveness. The synergy of leader-
ship management, effective team processes, and a high
level of self-management shapes the adaptability of
business entities, improves decision-making quality,
and fosters innovativeness and resilience to external
challenges.
For example, in a small enterprise where the man-
ager actively motivates the team and delegates author-
ity, team members quickly align their roles and resolve
conflicts effectively while maintaining their own
productivity and stress resilience. This ensures rapid ad-
aptation to changing market conditions and increases the
likelihood of successful implementation of innovative
solutions.
Another example can be observed in a medium-
sized business where the implementation of self-man-
agement programs for employees is combined with reg-
ular team meetings and the manager’s strategic vision.
This approach creates an environment of trust and psy-
chological safety, enabling the team to generate new
ideas, enhance production efficiency, and strengthen the
enterprise’s competitive position in the market.
The obtained results confirm that the comprehen-
sive combination of these elements has strategic signif-
icance for the development of small and medium-sized
enterprises and can be considered a fundamental prere-
quisite for their success in conditions of economic vola-
tility.
Thus, the research results confirm the comprehen-
sive nature of the impact of leadership, group dynamics,
and self-management on entrepreneurship competitive-
ness. For greater clarity and better understanding of their
interrelationship, the structural-logical interaction of
these components is illustrated in Figure 2.
Fig. 2. Model of the interaction of leadership,
group dynamics, and self-management
for enhancing enterprise competitiveness
Source: compiled by the author
Thus, the structural-logical model allows for a
deeper examination of the substantive characteristics of
each component of the integrated system. First, attention
should be given to leadership, as it sets the strategic di-
rection of development, defines business goal priorities,
motivates the team, and shapes corporate culture, ensur-
ing the achievement of shared outcomes. Effective lead-
ership provides the foundation for strategic manage-
ment, stimulates the development of team competen-
cies, and facilitates the implementation of innovative
Leadership
Self-
Management
Effect
shapes vision and motivates
the team
ensures coordinated interac-
tion and trust
supports individual
productivity
innovativeness, adaptability,
business competitiveness
Group
Dynamics
T. Sergiienko
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Економічний вісник Донбасу № 4 (82), 2025 ISSN 1817-3772
practices within the enterprise. As noted in the study by
H. Shvets [10, p. 125], leadership style directly affects
team productivity, interaction with the team, and the or-
ganization’s adaptability to changes in the external envi-
ronment. The choice of leadership style depends on the
enterprise’s goals, the specifics of tasks, team character-
istics, and the personal qualities of the manager, while its
synergistic combination with group dynamics ensures ef-
fective work coordination, role distribution, knowledge
exchange, and support for innovation processes.
Through such interaction between leadership and
group dynamics, the enterprise enhances team produc-
tivity, decision-making speed, and the ability to respond
promptly to external challenges, which is critical for
maintaining competitiveness amid constant market
changes. Emphasis on transformational and democratic
leadership styles fosters trust, motivation, and responsi-
bility among team members, stimulating their active
participation in decision-making and the implementa-
tion of strategic initiatives.
Self-management complements these processes by
promoting personal responsibility, self-discipline, time
and resource management, thereby increasing individ-
ual effectiveness and the ability to make informed deci-
sions under uncertainty [4]. As noted in research, effec-
tive management of time and resources is critically im-
portant for successful business functioning, as it allows
the optimization of work processes and reduces stress
load.
In interaction with leadership and group dynamics,
self-management creates a synergistic effect, through
which entrepreneurs and employees maintain high
productivity under stressful and changing conditions,
which is crucial for successful business operation. In
this context, the synergistic effect refers specifically to
the outcome of the joint action of the components, which
exceeds the effect of their separate application. This
should not be confused with the synergetic approach,
which pertains to processes of self-organization of sys-
tems rather than the final managerial outcome (Table 3).
Table 3. Comparison of synergistic and synergetic effects in the context of management
Parameter Synergistic Effect Synergetic Effect
Main focus
Focused on the outcome of joint actions, where the interac-
tion of components produces an effect greater than the sum
of individual results. Emphasizes practical added value in
real-world conditions.
Focused on the internal mechanisms of self-organi-
zation, emergence of new properties, and dynamic
development of complex systems. Emphasizes
structural and systemic patterns.
Application
Applied in management systems, teams, business processes,
and project coordination. Helps evaluate productivity im-
provement through collaboration.
Applied to complex systems such as ecosystems, so-
cial networks, economic markets, or physical sys-
tems. Examines emergence of new properties and
self-regulation.
Key
question
What additional value or result is created by the combined
action of elements beyond their individual capabilities?
How does the system independently develop, adapt,
and organize itself over time?
Effect
measure-
ment
Measured through practical outcomes: productivity, effi-
ciency, innovation, and measurable improvement in results.
Measured through system dynamics, emergence of
new properties, behavioral patterns, and structural
changes.
Example
Coordinated leadership, effective team interaction, and self-
management increase productivity, improve decision-mak-
ing, and enable faster adaptation to changing conditions.
Spontaneous emergence of new structures or behav-
iors in a system (e.g., formation of social norms, eco-
system balance, network self-organization) without
external control.
The synergistic effect of integrating these compo-
nents means that their joint application produces a result
that exceeds the sum of the effects of each component
applied separately. In the article by O. Pidvalna and
N. Koziar, «Synergistic Effect in Management» [6], the
concept of synergy is considered as the outcome of the
interaction of individual elements of a management sys-
tem, where their combined action generates a greater ef-
fect than the sum of individual influences. This confirms
the importance of integrating leadership, group dynam-
ics, and self-management to achieve high organizational
effectiveness. The authors note that the synergistic ef-
fect manifests in the fact that the combined use of sev-
eral coordinated strategies is more beneficial than their
separate application. This underscores the need for a
comprehensive management approach that includes the
development of leadership qualities, effective team in-
teraction, and personal responsibility of employees.
Integration of these components creates conditions
for achieving results that exceed the effect of using each
individually, forming the basis for sustainable develop-
ment and enterprise competitiveness. In other words, the
interaction of leadership, group dynamics, and self-
management generates additional value for the organi-
zation that is impossible when each element functions in
isolation [3, p. 88]. The combined use of several coordi-
nated strategies is more effective than their separate ap-
plication, illustrating the synergistic effect of competi-
tiveness components in entrepreneurship (see Fig. 3).
Thus, thanks to the synergistic effect, enterprises
achieve high results, enhance the effectiveness of man-
agerial decisions, optimize work processes, and adapt
more rapidly to market changes. Entrepreneurial initia-
tives that systematically develop leadership practices,
stimulate team interaction, and support the development
of self-management demonstrate increased flexibility,
innovative activity, and resilience to crisis changes [11,
p. 76]. This comprehensive approach enables enter-
prises not only to effectively address current tasks but
also to anticipate and implement strategic innovations,
ensuring stable growth and competitiveness [8, p. 179].
T. Sergiienko
154
ISSN 1817-3772 Економічний вісник Донбасу № 4 (82), 2025
Fig. 3. Synergistic effect of competitiveness
components in entrepreneurship
Source: compiled by the author
Conclusions. In summary, this study of the inter-
action between leadership, group dynamics, and self-
management confirmed that their systematic combina-
tion is critically important for enhancing competitive-
ness in entrepreneurship. Effective implementation of
this approach requires applying a set of practical recom-
mendations based on the studied mechanisms of influ-
ence of each component.
The development of leadership involves conducting
training sessions, coaching programs, and strategic work-
shops that enable managers to define a clear direction for
the development of entrepreneurial activities. This ap-
proach promotes team motivation, shapes corporate cul-
ture, and ensures the achievement of high results through
strategic thinking and an innovation-oriented mindset.
Stimulating group dynamics is achieved through
organizing team coaching sessions, regular brainstorm-
ing, and clear role distribution. This enhances coordina-
tion efficiency, facilitates optimal utilization of the
team’s potential, and creates a favorable environment
for implementing innovative processes. Active team
involvement in decision-making strengthens interaction
among members and increases the productivity of busi-
ness processes.
Supporting self-management includes implement-
ing personal development programs, time management
techniques, and self-assessment tools. This allows em-
ployees to improve individual effectiveness, take re-
sponsibility for their work outcomes, and make in-
formed decisions even in complex and uncertain condi-
tions. The development of self-management ensures sta-
ble productivity and task performance quality, which is
critically important for the successful functioning of en-
trepreneurial initiatives.
An integrative approach that combines leadership,
group dynamics, and self-management produces a syn-
ergistic effect. It enhances the adaptability and flexibil-
ity of the enterprise, fosters the development of innova-
tive potential, and strengthens its competitive position
in the market. Applying this approach enables entrepre-
neurs and managers to create effective business struc-
tures capable not only of successfully operating in a
changing market environment but also of ensuring long-
term strategic growth and sustainable competitive ad-
vantage.
Prospects for further research. Future research
prospects are associated with analyzing the impact of or-
ganizational behavior on the formation of effective
teams, the stimulation of employee motivation, and the
development of corporate culture that fosters innova-
tiveness and flexibility in entrepreneurial structures.
Equally relevant is the study of the role of modern digi-
tal personnel management technologies, remote work
platforms, and performance evaluation tools in enhanc-
ing the effectiveness of the interaction between leader-
ship, group dynamics, and self-management.
Exploring these areas will enable the development
of practically oriented recommendations for entrepre-
neurs and managers on optimizing management pro-
cesses, increasing flexibility and innovative potential of
business structures, and ensuring their sustainable com-
petitive advantage in the long term.
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9. Сергієнко Т. І., Крайнік О. М., Вєнгер О. М. Самоменеджмент та тайм-менеджмент як інструменти особистісного
та професійного розвитку. Науковий погляд: економіка та управління. 2025. № 2 (90). С. 132–137. URL:
http://www.scientificview.umsf.in.ua/archive/2025/2_90_2025/21.pdf
Enhances in-
dividual effec-
tiveness and
adaptability
Sets the
strategic di-
rection and
motivates
Optimizes
processes and
achieves
results
LEADERSHIP GROUP
DYNAMICS
SELF-
MANAGEMENT
SYNERGISTIC EFFECT
Achieving high results, optimizing processes,
and ensuring rapid adaptation to market changes
https://doi.org/10.32702/2306-6814.2025.2.20
https://doi.org/10.32702/2307-2105-2020.8.151
https://doi.org/10.32782/2224-6282/159-18
T. Sergiienko
155
Економічний вісник Донбасу № 4 (82), 2025 ISSN 1817-3772
10. Швець Г. О. Лідерство як невід’ємна складова ефективного менеджменту. Вісник Приазовського державного тех-
нічного університету. Серія: Економічні науки. 2017. Вип. 33. С. 124–129. URL: https://journals.uran.ua/ves_pstu/article/
view/134214
11. Ющишина Л. О. Групова динаміка та комунікації (тренінг): курс лекцій. Луцьк: Волинський національний
університет імені Лесі Українки, 2022. 54 с.
Надійшла до редакції 18.10.2025 р.
Прийнята до друку 26.11.2025 р.
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Received: 18.10.2025
Accepted: 26.11.2025
Sergiienko T. Influence of leadership style on motivation, productivity, and administrative decisions of managers and
executives
The article examines the interaction of leadership, group dynamics, and self-management as key factors in enhancing the com-
petitiveness of entrepreneurship and considers the conceptual and categorical framework of these components and their synergistic
effect. Special attention is given to leadership as a factor of strategic development, group dynamics in forming effective teams and
coordinating actions, and self-management as a tool for self-organization, responsibility, and decision-making. It is established that the
interaction of these components contributes to increased flexibility, innovativeness, and resilience of the enterprise in a volatile market
environment.
Keywords: leadership, group dynamics, self-management, competitiveness, motivation, managerial decisions, managers.
Сергієнко Т. І. Взаємодія лідерства, групової динаміки та самоменеджменту для підвищення конкурентоспро-
можності у підприємництві
У статті досліджено взаємодію лідерства, групової динаміки та самоменеджменту як ключових чинників підвищення
конкурентоспроможності підприємництва та розглянуто понятійно-категоріальний апарат цих компонентів і їхній синергій-
ний ефект. Проаналізовано сутність лідерства як управлінського феномену, що визначає стратегічний напрям розвитку
підприємства, забезпечує координацію дій та сприяє формуванню мотиваційного клімату в організації. Особлива увага при-
ділена груповій динаміці, яка впливає на ефективність командної роботи, розподіл ролей, узгодженість дій, взаємну підтримку
та продуктивність колективу. Встановлено, що ефективна групова взаємодія сприяє підвищенню здатності команди швидко
адаптуватися до змін ринкового середовища та приймати оптимальні рішення. Розглянуто самоменеджмент як комплекс
знань, навичок і поведінкових стратегій, що забезпечують самоорганізацію, відповідальність, контроль за результатами влас-
ної діяльності та прийняття ефективних управлінських рішень. Підкреслено, що самоменеджмент є критично важливим для
підтримки стійкості підприємства в умовах нестабільності, високої конкуренції та швидких технологічних змін. Визначено
синергійний ефект взаємодії лідерства, групової динаміки та самоменеджменту, який проявляється у підвищенні гнучкості,
інноваційності, адаптивності та стійкості підприємства. Акцентовано увагу на тому, що інтеграція цих компонентів у прак-
тику управління сприяє формуванню конкурентних переваг, підвищенню продуктивності команд і оптимізації процесів прий-
няття рішень. Результати дослідження можуть бути використані для розробки навчальних програм підготовки менеджерів і
лідерів, а також для вдосконалення практик управління у малому, середньому та великому бізнесі. Крім того, стаття під-
креслює необхідність подальших емпіричних досліджень для визначення конкретних механізмів синергійної взаємодії цих
компонентів у різних галузях та організаційних структурах.
Ключові слова: лідерство, групова динаміка, самоменеджмент, конкурентоспроможність, мотивація, управлінські
рішення, менеджери.
http://www.economy.nayka.com.ua/?op=1&z=5151
https://doi.org/10.32702/2306-6814.2025.2.20
https://www.market-infr.od.ua/journals/2025/84_2025/32.pdf
http://www.scientificview.umsf.in.ua/archive/2025/2_90_2025/21.pdf
http://www.scientificview.umsf.in.ua/archive/2025/2_90_2025/21.pdf
|
| id | nasplib_isofts_kiev_ua-123456789-212367 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 1817-3772 |
| language | English |
| last_indexed | 2026-03-15T00:44:46Z |
| publishDate | 2025 |
| publisher | Інститут економіки промисловості НАН України |
| record_format | dspace |
| spelling | Sergiienko, T. 2026-02-05T10:01:34Z 2025 Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives / T. Sergiienko // Економічний вісник Донбасу. — 2025. — № 4 (82). — С. 150-155. — Бібліогр.: 11 назв. — англ. 1817-3772 https://nasplib.isofts.kiev.ua/handle/123456789/212367 658.012.2:005.95/96+334 https://doi.org/10.12958/1817-3772-2025-4(82)-150-155 The article examines the interaction of leadership, group dynamics, and self-management as key factors in enhancing the competitiveness of entrepreneurship and considers the conceptual and categorical framework of these components and their synergistic effect. Special attention is given to leadership as a factor of strategic development, group dynamics in forming effective teams and coordinating actions, and self-management as a tool for self-organization, responsibility, and decision-making. It is established that the interaction of these components contributes to increased flexibility, innovativeness, and resilience of the enterprise in a volatile market environment. У статті розглядається взаємодія лідерства, групової динаміки та самоуправління як ключових факторів підвищення конкурентоспроможності підприємництва, а також розглядається концептуально-категоріальний апарат цих компонентів та їх синергетичний ефект. Особлива увага приділяється лідерству як фактору стратегічного розвитку, груповій динаміці у формуванні ефективних команд та координації дій, а також самоуправленню як інструменту самоорганізації, відповідальності та прийняття рішень. Встановлено, що взаємодія цих компонентів сприяє підвищенню гнучкості, інноваційності та стійкості підприємства в умовах нестабільного ринкового середовища. en Інститут економіки промисловості НАН України Економічний вісник Донбасу Management of Labour and Safety Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives Вплив стилю керівництва на мотивацію, продуктивність та управлінські рішення менеджерів та керівників Article published earlier |
| spellingShingle | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives Sergiienko, T. Management of Labour and Safety |
| title | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| title_alt | Вплив стилю керівництва на мотивацію, продуктивність та управлінські рішення менеджерів та керівників |
| title_full | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| title_fullStr | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| title_full_unstemmed | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| title_short | Influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| title_sort | influence of leadership style on motivation, productivity, and administrative decisions of managers and executives |
| topic | Management of Labour and Safety |
| topic_facet | Management of Labour and Safety |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/212367 |
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