LEADERSHIP SKILLS AND ADAPTATION TO DIFFERENT ORGANIZATIONAL CONTEXTS

Abstract

This study analyzes how leadership competencies are mobilized and adapted in different organizational contexts. It is a bibliographic research, with a qualitative and analytical approach, developed from the analysis of scientific productions on leadership, competencies, people management, development and organizational performance. The corpus brings together studies that address different perspectives on leadership, including transformational and transactional leadership, the relationship between leadership and job satisfaction, people management and development, and organizational results. The analysis shows that competencies such as communication, orientation, motivation, coordination, and people development appear recurrently in the literature, although their manifestation can take different configurations according to the characteristics of teams and organizations. The studies also indicate that the influence of the context should not be understood in a deterministic way, since certain organizational characteristics do not necessarily modify the effects of leadership. Likewise, the development of individual capabilities does not automatically produce organizational results, since its application depends on the existing conditions in the work environment. It is concluded that leadership can be understood as a contextual practice, in which competencies are mobilized and adapted to different demands, relationships and organizational conditions. The study contributes to bring the discussion about leadership competencies closer to the dimensions of people management, development and organizational performance.