English
Język Polski
Mega-Events as Instruments of Soft Power and Public Diplomacy: A Transformational Leadership Perspective on Polish Case Studies
Paweł Poszytek
https://orcid.org/0000-0003-0413-0243Anna Teresa Budzanowska
https://orcid.org/0000-0002-8662-605XPerspektywa przywództwa transformacyjnego. Polskie case study.
Abstract
RESEARCH OBJECTIVE: The study examines the organisational potential of leaders responsible for major mega-events hosted in Poland between 2016 and 2024. Its central aim is to identify how these leaders use large-scale events as instruments of soft power and public diplomacy, and to evaluate their transformational leadership capacity within the frameworks of CSR, ESG, and Economy 5.0.
THE RESEARCH PROBLEM AND METHODS: While mega-events are widely discussed in International Relations, the micro-level agency of leaders remains insufficiently explored. To address this gap, the study uses a mixed-methods design, combining a diagnostic survey of the entire leader population (n = 20), semi-structured interviews, and analysis of legal and audit documents. Descriptive statistics are complemented by thematic analysis to capture both systemic constraints and individual leadership strategies.
THE PROCESS OF ARGUMENTATION: The article first conceptualises mega-events as tools of statecraft, linking them to soft power and European integration. It then integrates transformational leadership theory with CSR/ESG principles to propose the notion of the “guardian leader.” Empirical results are interpreted through this analytical lens, highlighting the tension between technocratic delivery and internal relational competence.
RESEARCH RESULTS: Findings indicate exceptionally high adaptability (92.19%) and strong collaborative capacity (83.52%), demonstrating leaders’ ability to navigate fragmented governance systems, institutional volatility, and diplomatic pressure. However, internal relational communication scores were significantly lower (75.67%), producing a “diplomatic paradox”: external effectiveness coexists with weaker internal cohesion and limited sensitivity to equality-related outcomes.
CONCLUSIONS, INNOVATIONS, AND RECOMMENDATIONS: Mega-event leaders serve as effective diplomatic managers but need to shift towards more human-centric governance. The study recommends institutionalising “event diplomacy” structures, enhancing soft skills training, and embedding ESG standards as explicit foreign policy instruments. Developing leaders’ capacity for empathetic communication and relational stewardship is essential to maximise soft power gains and ensure internal legitimacy.
Keywords
mega-events ; soft power ; public dyplomacy ; transformational leadership ; international relations
Details
References
Indicators
Authors
Zasady cytowania
Licence
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a CC BY-ND licence that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are asked to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access). We advise to use any of the following reserach society portals: