No abstract

Increasing market demands, caused by constant quantitative and qualitative changes, put modern organizations in the position where they need to follow new business trends in order to meet the standards set by customers. Continuous changes create challenges for organizations to address market demands within the framework of improving human resource skills, to create long-term profitability and competitive advantage. In this process, one of the most critical issues related to organizational change is employees' new knowledge, competencies, and skills. Whether structural or "soft" changes, organizations have obligations to adequately prepare and train employees for new work tasks that impose changes in the environment. In such a business environment, continuous and high-quality training contributes to more effective acceptance, implementation, and stabilization of the work process, viewed from the psychological aspect of acceptance of changes by management and employees. To achieve this successfully, organizations should provide a strategic plan for permanent and adequate training to maximize employees' potential in turbulent times. The purpose of this paper is to examine the correlation between employee training in accordance with the changes that are constantly happening in business processes within small and medium enterprises in Serbia.

The efforts of organizations to improve their business processes, establish market competitiveness, achieve goals more efficiently and increase profitability are mainly made through an attempt to upgrade the performance of employees. Increasing the employees' work performance is directly correlated with the improvement of individual skills, as well as the level of ability to effectively transform new knowledge according to daily work obligations. In this process, synergies should be established between employees, on the one hand, who should be adequately motivated, committed, and focused on the acquisition of new knowledge, and on the other hand, organizations that should provide resources, support, and conditions for effective knowledge transfer from educational process to visible improvement indicators of different employees' performance levels. The purpose of this paper is to investigate the impact of training on increasing the individual and organizational performance of employees in entrepreneurial organizations in Serbia. Additionally, the correlation between the two groups of respondents, managers and non-managerial staff, will be tested, to determine more closely whether there is a distinction in relation to the position held by the respondent, for defined issues.

Based on the review of previous research procedures, can be seen that entrepreneurial leadership represents a complementary aspect of leadership and entrepreneurship, and as such constitutes one of the main factors in the development of small and medium-sized enterprises. In order to connect leadership and entrepreneurship more closely, a comprehensive review of the relevant literature on entrepreneurial leadership, classified through the periods in which it was defined, will be carried out. Through an in-depth perspective, models of leadership evolution through the aspect of entrepreneurship with clear practical implications will be presented. This type of analysis will create a new framework for the development of key competencies that surround entrepreneurial leadership and, on whose influence, organizational growth and development directly depends. This set of competencies is especially important, due to the circumstances that arose after the COVID-19 pandemic, and this means finding a leadership model that will enable organizations to absorb the negative effects of business in the macro environment and lead in the direction of optimal market sustainability. Also, by expanding existing theoretical knowledge about leadership and entrepreneurship, authors strive to provide a new perspective on modern management in turbulent times.