a purely economic motivation to the post-economic at the psychological level aiming
at self-fulfillment of individual [17, p. 328–330].
In practical terms, the innovation imperatives of global corporate leadership
become the subject matter of everyday activities of professional managers at all
management levels and, above all, the top management of headquarters and overseas
offices of TNCs.
The most interesting in terms of managerial performance are the results of multi-
year research by Professor V. Biloshapka [4, 5, 6], who proposed and developed the
original “6 + 1” model, task-oriented specifically on practitioners (Fig. 1).
Resources and
instruments
Information
Assessment,
stimulation,
control
Position
Knowledge and
skills
Abilities
Distribution of
responsibility
and powers
Figure 1. Managerial Performance Model [7, p. 202]
The simultaneously metaphorical and fundamental conclusion that not all managers
are good leaders can be considered original in this context. The difference is that
managers are people who do things right, and managers-leaders are people who do right
things [24].
In the global market competitive environment, personal qualities of the manager,
which in the traditional methodological format are divided into: general (logical and
strategic thinking, reliability, self-sufficiency, prudence, solidity) and specific
(dynamism, self-determination, ability to uncertain risks, resourcefulness, flexibility,
positive thinking, creative leadership charisma), become more and more significant in
business, especially innovative one. It is significant that empirical studies of the
continued success of leaders and corporations also confirm the priority of personal
efficiency in the system of knowledge, skills, expertise and professional competences.
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