ТРАНСФОРМАЦІЯ РОЛІ КЕРІВНИКА СИСТЕМИ ПУБЛІЧНОГО УПРАВЛІННЯ В УМОВАХ РЕВІТАЛІЗАЦІЇ: ВІД АДМІНІСТРАТОРА ДО АГЕНТА ЗМІН

This article examines the transformation of the role of a public administration leader in the context of revitalization, which entails a qualitative renewal of management approaches, institutional mechanisms, and methods of interaction between public authorities and society. It is argued that contemporary processes of revitalization and development of territories, public institutions, and the socioeconomic environment are shaping new demands on the professional activities of leaders, leading to a gradual transition from the traditional administrative-directive model to a proactive management model focused on change, innovation, partnership, and long-term development. The relevance of this study stems from the need to rethink the role of public administration leaders in the context of large-scale societal transformations, crises, digitalization, institutional modernization, and the implementation of Ukraine’s recovery efforts. Under such conditions, the effectiveness of managerial activity increasingly depends not only on a leader’s ability to ensure the fulfillment of legally defined functions, but also on their capacity to formulate a strategic vision, mobilize human potential, manage change, ensure communication with stakeholders, and create conditions for the implementation of innovative management decisions. It has been established that the transformation of the leader’s role occurs along the following interrelated dimensions: from operational administration to strategic leadership; from monitoring the implementation of decisions to managing change; from vertical interaction to a network-based and partnership model; from a focus on stability to building the system’s capacity to adapt to change; and from the use of primarily administrative tools to a combination of managerial, communication, digital, and innovative tools. It is argued that a leader—as an agent of change—should act as the initiator and coordinator of transformational processes, ensure the formation of a shared vision for development, consolidate resources and public administration actors, support staff innovation, and ensure public engagement in management decision-making processes. Particular attention is paid to the leader’s leadership potential as a key prerequisite for successful revitalization. It has been determined that its components include strategic thinking, adaptability, change management, communication skills, emotional intelligence, team-building ability, innovation, digital competence, responsibility, and a focus on public value. It has been demonstrated that the combination of these characteristics enables a manager not only to respond to existing challenges but also to adopt a proactive management stance and create the conditions for institutional development.