Integration of project management tools and leadership strategies into marketing management of regional economic development

Abstract

The purpose of the study is to develop theoretical and methodological foundations for integrating project management tools, leadership strategies, and marketing management into the regional economic development system. The relevance is determined by the need to transform approaches to regional management in the context of increasing complexity of economic processes, decentralization, global competition for resources, and the need to develop sustainable models of territorial development. The successful implementation of regional strategies requires the introduction of management decisions focused on flexibility, effectiveness, and the involvement of a wide range of stakeholders, which necessitates a comprehensive approach. The study uses methods of system analysis, comparative generalization, logical-structural modeling, and expert assessment. It conceptualizes the relationship between project management, leadership approaches, and marketing management in the context of regional development. The functional characteristics of each of these management tools were identified, and the possibilities for their complementarity and synergy were outlined. It was established that the key barriers to integration are the lack of unified coordination mechanisms, the fragmentation of management strategies, the limited leadership resources, and the weak marketing orientation of many regional strategies. As a result, a conceptual model of an integrated regional development management system has been formed, based on a combination of a strategic marketing approach, flexible project management methods, and adaptive leadership strategies. The proposed model involves the use of marketing analytics to identify the needs of target groups, the application of a project approach to implement specific management initiatives, and the introduction of leadership strategies as a mechanism for mobilizing resources and strengthening institutional capacity. The conclusions justify the feasibility of transitioning to integrated management as a factor in improving the effectiveness of regional programs. The study emphasizes the potential of the proposed model to ensure the adaptability of management decisions, strengthen the management capacity of local communities, and form competitive advantages at the regional level. The practical significance lies in the possibility of applying the model in the process of developing strategies for the socio-economic development of regions, project management programs, as well as in improving the qualifications of management personnel.