STRATEGIC LEADERSHIP: THEORETICAL ASPECTS OF APPLYING THE "4P FRAMEWORK FOR LEADERSHIP" MODEL

The article examines the concept of strategic leadership and its key role in ensuring the long-term development of companies in an unstable and dynamic market environment. The article analyses in detail the model “4P FRAMEWORK FOR LEADERSHIP”, which includes four main components: Perception, Process, People and Projection. It is found that each of these elements plays a critical role in the formation of an effective strategic management approach, contributing to the optimisation of organisational processes, increasing staff motivation and improving communication at different levels of the corporate structure. Attention is given to the specifics of applying strategic leadership to increase the competitiveness of organisations. The relationship between the leadership qualities of managers and their ability to implement innovative management solutions adapted to the challenges of the modern business environment and to promote the efficient use of the organisation's resource potential is explored. The article considers the use of emotional intelligence as an important tool for improving the efficiency of management processes, ensuring the quality of interaction between management and employees, minimising conflicts and improving the motivational component of work. Specific recommendations for the implementation of the “4P FRAMEWORK FOR LEADERSHIP” model in the practice of strategic management of enterprises, including the development of longterm strategic plans, improving the implementation of internal communication systems and modern methods of evaluating the effectiveness of managers, are proposed. The results of the analysis confirm that strategic management is one of the factors determining the success of modern companies. Its application contributes to increasing the productivity of organisations, optimising business processes. Prospects for further research in the field of strategic leadership development are identified, in particular, the integration of digital technologies into the strategic decision-making process, the role of managers' cognitive skills in adapting to rapidly changing market conditions, and the impact of global trends on the transformation of management models in various sectors of the economy.