ABSTRACT
The contemporary reality is a huge challenge for organizations. They must dynamically, innovatively and flexibly approach constantly changing rules of operation. Ubiquitous complexity, ambiguity, variability and uncertainty require providing innovative solutions, overcoming obstacles and threats and acquiring new management competencies, such as “cognitive flexibility”. People holding managerial positions, their competence models and the shape of leadership in the new business realities remain particularly challenged. Managers are defined differently, they are assigned different functions and scopes of activities, but one thing remains unchanged – they are always expected to build the organization’s success based on their substantive and psychosocial competencies. This chapter attempts at operationalizing the concepts of “manager” and “leader”, explaining in detail the differences between them. Attention was paid to the richness of the concept of “leadership” and “leadership styles”. An important place in this part of the monograph is occupied by considerations on the evolution of leader in the era of digitalization and the development of artificial intelligence.
