The environment in which modern business operates is immeasurably more complex, mobile and unpredictable than it was a decade ago. Changes in the world associated with globalization, digital opportunities, social media make people reconsider their experience and beliefs. Society has to meet many economic, social and environmental challenges and expects business to participate in the process effectively. Companies that strive for success increasingly need leaders who not only manage the current model of the organization well, but also transform its mission, culture, and standards in conditions of increasing complexity, ambiguity, and fragility of events. This requires unprecedented abilities and willingness for full commitment and puts forward new requirements for the leader's formation. The purpose of this article is to systematize knowledge on the vertical leadership development in the new business environment that is typified by an increased level of complexity and interconnectedness. General scientific methods are used to substantiate the theoretical positions and reasoning of the conclusions. The system method allows to consider the organization leadership development as an open, integrated, dynamic, contradictory process in which all its structural elements are closely interrelated and interact. It is also used a descriptive method with the elements of comparison and graphical visualization of factual information. This paper shares findings from the research studies designed to explore the problems of leadership development in the environment that places fundamentally new demands on the managers mindset to develop ability to think comprehensively. A systemic view of the world helps the leader to consider his corporation as not a separate organism for making money, but part of the "life support system" of society. Research limitations / implications. The research focuses on conceptual aspects of leadership development in terms of capacity that is sufficient to meet future leadership requirements. The critical gauge of the current leadership results in the assumption that failures are caused by the mismatch of leader's mindset to the level that the company needs for its development. It is the model of vertical leadership development that describes the most important processes of understanding, through which people learn and interpret the experience they receive, and then structure the knowledge into more or less complete pictures of the world and characteristic ways of behavior. Originality / value. This study is of an overview nature. There are substantiated the criteria of the VUCA world as far as business environment is concerned; the competencies that will be most valuable to the future leader in managing complex and unpredictable environments are reflected; the methods of horizontal and vertical development are attributed in terms of their key MANAGEMENT AND ENTREPRENEURSHIP: TRENDS OF DEVELOPMENT ISSUE 1 (11), 2020 68 distinction for the collective leadership formation; the action logics of managers in t...

Creativity is a foundational aspect of human society. Management as specific sphere of human activity is sure to imply creativity on the one handto develop certain management decisions, on the other -to encourage personnel to the necessary in the top management's opinion actions. Such involvement requires from the organization's qualified management constant appeal to the creativity that may be considered intrinsic of each employee at least at the intuitive level. The purpose of this article is to analyze the problem of creative potential of the organization and identify the attributes of the creative manager. The specific paper objectives are: to review most important approaches to the conceptualization of the notion of creativity; to refine and extend the creative nature of management. To substantiate the theoretical positions and reasoning of the conclusions general scientific methods are used, including system, abstract-logical approach, as well as methods of formalization, analysis and synthesis of information, comparative analysis and expert assessments, graphical visualization of factual information. The study contributes to a broader understanding of the organizational creativity as the efficient management imperative. The object of the research is the creative attributes of efficient manager. The subject of the study is the organizational and economic relations arising in the process of managing intellectual and creative resources in business organizations. The studies focus on mapping the understandings of theoretical and conceptual aspects of creativity in management as conceived by various theorists and practitioners. Proceeding from the critical synthesis of the creative management discourses it is attempted to provide an outline of the attributes relevant in seeking the main competencies of the creative manager.The phenomenon problematizing makes it possible to identify the groups of competences of the creative manager as practical contribution.

In the conditions of the knowledge economy, the most important source of competitive advantages of the organization is human capital. The human capital development is based on the relevant management culture to provide proper material and technical prerequisites for motivating both high activity culture standards and productive performance. Hence efficient organizational culture of modern business environment affects almost all aspects of the organization activities and is a must for human capital formation.The need to understand the role of organizational culture as an effective strategic tool in the management of organizational processes in the modern business environment actualizes the topic of this study and determines the goal -to analyze the significance of organizational culture in transforming human potential into human capital as a social resource that makes efficient production and innovation possible.The specified goal presupposes the setting of a number of tasks to identify the essence of such concepts as "corporate culture", "human capital" and "human potential" and to analyze their interdependence in the process of functioning and development of modern business organizations.Methodology. General scientific methods are used to substantiate the theoretical positions and reasoning of the conclusions. The system method allows to consider the nature and instrumental role of organizational culture for the manager to transform the human potential into the human capital of the organization.The results of the study indicate the complex nature of the organizational culture phenomenon as a factor in the developing and managing human capital: on the one hand, it is a tool for transforming human potential into the human capital of the organization, on the other hand, it is an integral attribute of human capital itself.