The existence of such phenomena and processes as production, enterprise, management, as well as their creators, or those who perform them, personifies, namely: staff, managers, owners cannot exist in reality outside of individual and social production. In this case, the production of not only material goods, but also material goods is understood. Accordingly, the need as such can also be met differently and to varying degrees, depending on the quality, the level of development of those factors of production that are used in the enterprise through effective management. Currently, the main trends of effective leadership phenomenon associated with the transition from command to sole leadership, leadership from the vertical to the virtual and latent, tight localization of its leader to free movement. In this case, the article examines the vision of scientists on the composition and peculiarities of formation of leadership qualities of a manager in modern conditions in order to ensure effective management of the enterprise. Also, the analysis of effective leadership initiatives at the organizational environment level in turbulent economic conditions is conducted. However, given the pace of development of modern society in general, and economic relations in particular, we consider it necessary to express the view that an effective leader does not necessarily have stable qualities that differentiate him from other people. After all, what is required of a leader can very often depend on the circumstances. It's corny, but it's true. History knows many leaders who have found their time and place, whose qualities have lost their appeal as the situation has changed. Yes, some uncompromising managers who have been able to overcome managerial crises are not capable of being effective leaders in other circumstances. And their more flexible counterparts adapt to changing priorities and lead their people. Currently, the main trends in the development of the phenomenon of effective leadership are related to the transition from single to team leadership, from vertical leadership to virtual and latent, from rigid localization of the leader to his free movement