{"id":2941,"date":"2025-10-10T14:48:40","date_gmt":"2025-10-10T14:48:40","guid":{"rendered":"https:\/\/bbforum.rs\/?p=2941"},"modified":"2026-04-08T10:50:24","modified_gmt":"2026-04-08T10:50:24","slug":"nova-era-top-lidera","status":"publish","type":"post","link":"https:\/\/bbforum.rs\/en\/nova-era-top-lidera\/","title":{"rendered":"Nova era TOP lidera"},"content":{"rendered":"\n

Biljana Egi\u0107,<\/h3>\n\n\n\n

HR Expert, Trener & Business Coach<\/strong><\/h4>\n\n\n\n

\u010cesto se zapitam u poslednje vreme, u kojoj meri su savremeni stilovi liderstva zaista uspe\u0161ni, autenti\u010dni i odr\u017eivi u kontekstu dana\u0161njeg poslovnog okru\u017eenja, gde je neizvesnost postala jedina konstanta, a o\u010dekivanja zaposlenih zna\u010dajno evoluirala?<\/p>\n\n\n\n

Da li lidere razvijamo, tako \u0161to ih pripremamo za predvidive scenarije i jasno definisane okolnosti, a u stvari ih \u010dinimo nedovoljno spremnim za realnost u kojoj se kontekst, ljudi i odluke menjaju gotovo svakodnevno?
I kako, u takvoj konstelaciji podr\u017eati lidere, usmeriti ih i razviti one koji \u0107e biti sposobni da odgovore na kompleksnost vremena u kojem poslujemo?<\/p>\n\n\n\n

Rad u oblasti ljudskih resursa tokom du\u017eeg vremenskog perioda omogu\u0107io mi je da iz neposredne perspektive pratim evoluciju liderstva kako kroz globalne trendove, tako i kroz njihovu primenu u na\u0161em poslovnom okru\u017eenju.<\/p>\n\n\n\n

Tokom vi\u0161e od dve decenije karijere u multinacionalnim kompanijama, imala sam priliku da se susretnem sa razli\u010ditim modelima upravljanja ljudima. Od tradicionalnih, hijerarhijski postavljenih pristupa i autokratskih stilova vo\u0111enja, do savremenih koncepata liderstva koji te\u017ee autenti\u010dnosti, empatiji i prilagodljivosti.<\/p>\n\n\n\n

Posebno je zanimljivo posmatrati kako organizacije i pojedinci poku\u0161avaju da prate aktuelne trendove nekada uspe\u0161no, a nekada povr\u0161no biraju\u0107i izme\u0111u razli\u010ditih modela koji podrazumevaju gra\u0111enje poverenja, osna\u017eivanje zaposlenih, podsticanje saradnje i kreiranje prijatnog radnog okru\u017eenja. Ono \u0161to je danas potpuno druga\u010dije jesu ljudi koji su svesniji, anga\u017eovaniji i manje spremni da prihvate tradicionalne modele autoriteta.<\/p>\n\n\n\n

Klju\u010dno pitanje vi\u0161e nije koji stil izabrati, ve\u0107 kako izgraditi liderstvo koje donosi rezultate u uslovima stalnih promena i koje se zna\u010dajno razlikuje od onog u kojem su mnogi lideri zapo\u010dinjali svoje karijere?<\/p>\n\n\n\n

Jedan od odgovora pronalazim u pristupu koji u svom radu \u010desto primenjujem TOP metodologiji (terapija\/tehnika orijentisana na prisutnost), koja se pokazala kao efikasan okvir za razvoj lidera sposobnih da deluju svesno, prilagodljivo i autenti\u010dno u dinami\u010dnim uslovima.<\/p>\n\n\n\n

\u0160ta zapravo defini\u0161e TOP lidera?<\/h4>\n\n\n\n
    \n
  1. Re\u010d je o osobi koja je istinski prisutna, lideru koji deluje iz sada\u0161njeg trenutka, sa jasnom sve\u0161\u0107u o tome \u0161ta dobija i o\u010dekuje od ljudi, organizacije, procesa i sistema. Me\u0111utim, klju\u010dna razlika le\u017ei u nivou li\u010dne svesti: TOP lider je svestan \u0161ta tra\u017ei od okru\u017eenja, ali i \u0161ta sebi dozvoljava, da iz okru\u017eenja primi.Ta li\u010dna svest donosi su\u0161tinsku promenu stvaraju\u0107i unutra\u0161nju stabilnost i mir, koji su danas postali retka, ali presudna prednost. U praksi, \u010desto sam svedo\u010dila vrhunskim stru\u010dnjacima i izuzetno inteligentnim profesionalcima koji su imali odgovore i re\u0161enja za kompleksne poslovne izazove, ali ne i za svoje stanje. Taj jaz izme\u0111u kompetencije i li\u010dne stabilnosti neretko ih je ko\u0161tao efektivnog liderstva.<\/li>\n\n\n\n
  2. TOP lidera karakteri\u0161e autenti\u010dnost. Njegovo delovanje nije rezultat uloge, titule ili o\u010dekivane forme, ve\u0107 prirodan izraz li\u010dnih vrednosti, iskustva i unutra\u0161nje jasno\u0107e. Takav lider ne upravlja iz pozicije, ve\u0107 iz razumevanja sebe i drugih.\u00a0<\/li>\n\n\n\n
  3. Istovremeno, poseduje jasno definisane ciljeve, ali i dublju svest o \u201ecilju iza cilja\u201c. Zna ne samo \u0161ta \u017eeli da postigne, ve\u0107 i kakav lider \u017eeli da postane. Odr\u017eavanje tog pravca zahteva veliku snagu. A za snagu je potrebna energija, i upravo zato TOP lider razume sopstvene izvore energije, kao i faktore koji je tro\u0161e, te aktivno i svesno upravlja sopstvenim kapacitetima<\/li>\n\n\n\n
  4. TOP lider razume promene i cikli\u010dnost, svestan je da je transformacija nemogu\u0107a bez po\u010detka, kontinuiteta i zavr\u0161etka. Umesto otpora ili izbegavanja, promene integri\u0161e kao sastavni deo rasta, kako li\u010dnog, tako i organizacionog.<\/li>\n\n\n\n
  5. Emocionalna pismenost dodatno izdvaja ovakav profil lidera. Sposoban je da prepozna, razume i jasno komunicira sopstvene emocije, ostaju\u0107i u skladu sa sobom i drugima, \u010dak i u izazovnim situacijama.<\/li>\n\n\n\n
  6. Na kraju, TOP lider poznaje svoju jedinstvenu snagu, svoju \u201esupermo\u0107\u201c. Razume u \u010demu je izuzetan i aktivno koristi taj potencijal kako bi podstakao i druge da prepoznaju i razviju sopstvene kapacitete i prona\u0111u svoju \u201esupermo\u0107\u201c<\/li>\n<\/ol>\n\n\n\n

    <\/p>\n\n\n\n

    U novoj eri poslovanja, razvoj liderstva neminovno podrazumeva rad na svesti, unutra\u0161njem stanju i emocionalnoj zrelosti. Lider koji je prisutan za sebe i za druge donosi kvalitetnije odluke, gradi stabilnije timove i efikasnije odgovara na kompleksnost savremenog okru\u017eenja.<\/p>\n\n\n\n

    Kada lider deluje iz prisutnosti, percepcija se menja: nepredvidivo postaje upravljivo, nestabilno dobija strukturu, a pravac i vizija postaju jasniji i dosti\u017eniji.<\/p>\n\n\n\n

    Za kraj, izdvajam misao koja sna\u017eno oslikava su\u0161tinu ovakvog pristupa, iz knjige \u201eKa sebi\u201c<\/em> autora Jung Puebla:<\/p>\n\n\n\n

    \u201eOdakle dolaze dobre odluke?<\/em><\/p>\n\n\n\n

    Iz smirenog uma<\/em><\/p>\n\n\n\n

    \u010cime mo\u017eete izmeriti svoj mir?<\/em><\/p>\n\n\n\n

    Time koliko ostajete mirni tokom oluje<\/em><\/p>\n\n\n\n

    Kako znate da ste vezani za ne\u0161to?<\/em><\/p>\n\n\n\n

    Jer to stvara nemir u va\u0161em umu<\/em><\/p>\n\n\n\n

    Gde su najve\u0107e revolucije vo\u0111ene i dobijene?<\/em><\/p>\n\n\n\n

    U srcu<\/em><\/p>\n\n\n\n

    Da li znate za\u0161to ste mo\u0107ni?<\/em><\/p>\n\n\n\n

    Zato \u0161to mo\u017eete da promenite budu\u0107nost\u201c<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

    Biljana Egi\u0107, HR Expert, Trener & Business Coach \u010cesto se zapitam u poslednje vreme, u kojoj meri su savremeni stilovi liderstva zaista uspe\u0161ni, autenti\u010dni i odr\u017eivi u kontekstu dana\u0161njeg poslovnog okru\u017eenja, gde je neizvesnost postala jedina konstanta, a o\u010dekivanja zaposlenih zna\u010dajno evoluirala? Da li lidere razvijamo, tako \u0161to ih pripremamo za predvidive scenarije i jasno […]<\/p>\n","protected":false},"author":2,"featured_media":3076,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-2941","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nNova era TOP lidera - Balkan Business Forum 2026<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bbforum.rs\/en\/nova-era-top-lidera\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Nova era TOP lidera - Balkan Business Forum 2026\" \/>\n<meta property=\"og:description\" content=\"Biljana Egi\u0107, HR Expert, Trener & Business Coach \u010cesto se zapitam u poslednje vreme, u kojoj meri su savremeni stilovi liderstva zaista uspe\u0161ni, autenti\u010dni i odr\u017eivi u kontekstu dana\u0161njeg poslovnog okru\u017eenja, gde je neizvesnost postala jedina konstanta, a o\u010dekivanja zaposlenih zna\u010dajno evoluirala? 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