Publication Details
Abstract
This study develops an integrated theoretical and methodological framework for the strategic development of managerial potential among leaders. The research addresses a persistent gap between managerial assessment and subsequent development: organizations frequently measure competencies, performance, and leadership behaviours, yet the resulting evidence is not systematically converted into individualized development trajectories, practice-based assignments, succession decisions, and longitudinal reassessment. Drawing on strategic human resource management, competency theory, dynamic capabilities, leadership development, performance management, and public-service capability literature, the study distinguishes managerial potential from current competence, leadership behaviour, human capital, and achieved performance. A conceptual six-dimensional architecture is proposed, comprising strategic-analytical capability, decision-making capability, leadership and human capital management, digital and innovation capability, adaptive change capability, and performance accountability. The article also introduces a continuous development cycle that links assessment, diagnosis, individualized development, practice-based challenge, monitoring, and reassessment. The scientific novelty lies in reconceptualizing managerial potential as a dynamic and developable latent capability rather than a static set of competencies or a retrospective performance score. The framework provides a basis for future empirical validation, weighting of indicators, predictive modelling, and the design of evidence-based leadership development systems across organizational and institutional contexts.