THE STRATEGIC ROLE OF MANAGERIAL COMPETENCIES IN ENHANCING ORGANIZATIONAL RESILIENCE AND PERFORMANCE IN INTELLIGENCE ORGANIZATIONS
THE STRATEGIC ROLE OF MANAGERIAL COMPETENCIES IN ENHANCING ORGANIZATIONAL RESILIENCE AND PERFORMANCE IN INTELLIGENCE ORGANIZATIONS

Summary/Abstract: This article explores the relationship between managerial competencies and organizational performance, with a specific focus on intelligence organizations operating in highly complex and uncertain environments. Building on the theoretical models of managerial skills, the study integrates classical categories of competencies – technical, cognitive, and social – with modern dimensions such as emotional intelligence, social intelligence, and adaptability. The empirical research is based on a qualitative methodology, using semi-structured interviews with 18 managers from an intelligence institution. The analysis demonstrates that managerial performance is not the result of a single dominant competence, but rather of a dynamic equilibrium between multiple dimensions. Technical competencies provide credibility and ensure operational efficiency, while cognitive abilities enable strategic thinking and objective decision-making. Social and emotional competencies emerge as decisive in building trust, cohesion, and motivation within teams. Adaptability and continuous learning are identified as crucial for ensuring resilience and innovation in fast-changing contexts. The study also highlights critical limitations, such as the restricted sample size and the reliance on self-reported data. Overall, the findings confirm the necessity of shifting managerial evaluation and selection processes towards a more integrative approach that values relational and adaptive skills alongside professional expertise. The conclusions underline both the theoretical contribution to leadership studies and the practical relevance for strengthening organizational resilience and sustainable performance in intelligence settings.

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