THE IMPACT OF THE LEADERSHIP MODEL ON THE FINANCIAL RESULTS OF AN EDUCATIONAL ORGANISATION
Abstract
This article examines the interrelationship between leadership models and the financial performance of educational organizations. The relevance of the topic is driven by the necessity to enhance the efficiency of financial resource management amid global challenges and dynamic changes in the education sector. The aim of the study is to analyze the impact of various leadership models on the effectiveness of financial management in higher education institutions and to develop a conceptual model for assessing this impact. To achieve the research objectives, a comprehensive methodological approach was employed, including the analysis of financial indicators, evaluation of managerial decision-making effectiveness, and the application of economic efficiency models. The research findings indicate that transformational and strategic leadership models contribute to increasing university revenues through grant acquisition, the establishment of international partnerships, and the optimization of resource utilization. Authentic and democratic leadership positively influence the transparency of financial operations and the development of trust among investors and partners. Situational leadership demonstrates effectiveness in crisis management contexts, allowing for the rapid adaptation of financial strategies to changes in the external environment. The practical significance of this article lies in the development of a model that can be utilized by higher education administrators to optimize financial management, forecast economic efficiency, and implement strategic decisions aimed at ensuring financial stability and the competitiveness of educational institutions. The proposed model allows for the identification of the most effective management strategies depending on the selected leadership model, serving as an important tool for promoting the sustainable development of educational organizations.
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