Fridman Mikhail F.

Introduction. One of the pressing problems in the Russian economy is a very noticeable imbalance in regional development, which significantly slows down the realization of its potential. The worsening difference has quite tangible consequences, which affects the weakening the multinational people unity, and the intensification of migration processes, and the uneven internal demographic dynamics, social attitudes in the society, and the life quality of residents of a particular region. The problem must be solved fundamentally, that is why it is extremely important to pay great attention to the development of strategic thinking of a leader at all levels of management (federal, regional, municipal, corporate).

Materials and Methods. The research, that is primarily of theoretical nature, used appropriate theoretical (analysis, synthesis, comparison, extrapolation, generalization, systematization, abstraction) and empirical (observation, measurement) methods. The materials included regulatory documents, research results, statistical data, public statements by officials, government projects and programs, results of public opinion research, and expert assessments. A systematic approach was taken as the methodological basis.

Results and Conclusions. In the course of the work, theoretical and methodological approaches and key conditions for the development of strategic thinking of the head at all key levels of management (federal, regional, municipal, corporate) have been identified and substantiated. The research question that formed the hypothesis of the study was the definition of the role and place of strategic thinking of a modern leader in regional development, as well as the conditions for increasing its effectiveness. The study has demonstrated that fundamental changes are possible only when making strategic decisions that allow not only to determine the principles and priorities of the public policy, but also to launch the necessary flows of events aimed at maximizing the socio-economic potential of the subjects of the Russian Federation.

Discussion. The results have been discussed in the expert community, during which it was proposed to radically change the approaches to teaching strategic management in the context of modern leadership training. The discussion of the current situation demonstrated that the vast majority of managers at almost all levels and in all industries are more focused on tactical and operational management, while an extremely small proportion of senior staff are engaged in solving strategic issues requiring large-scale, systematic, multidisciplinary approaches. This circumstance underlines the importance and necessity of clarifying the true causes of this phenomenon, which significantly slows down the development of the economy and production.

Introduction. Artificial intelligence (AI) technology development has introduced new ethical challenges into human resource management (HR). This research is relevant due to the growing use of AI for recruiting, performance evaluation, and employee monitoring, which improves HR process efficiency but also entails risks such as bias, privacy infringements, and the diminishing role of human agency. The study aims at providing a philosophical-ethical analysis of AI usage in HR, identifying and evaluating key ethical issues from the classical ethical theories standpoints.

Materials and methods. The study applies the methods of philosophical analysis and ethical reflection. The methodology is based on the synthesis of theoretical sources on AI ethics and human resource management, and case studies, with their interpretation in ethical categories.

Results and conclusions. The analysis revealed major ethical problems of applying AI in HR management: algorithmic bias leading to unfair decisions; threats to employee privacy under pervasive digital surveillance; erosion of human autonomy and diffused responsibility when algorithms make workplace decisions; and the impact of AI on the meaning of work and human subjectivity. A philosophical evaluation was given for each issue: from a utilitarian perspective, the trade-off between overall benefits and potential harm to minorities has been highlighted; from a deontological perspective, the inviolability of individual rights and dignity even in pursuit of efficiency has been affirmed; from a virtue ethics perspective, the importance of moral character in developers and HR managers using AI has been profoundly emphasized. The study’s novelty lies in its integrative consideration of AI in HR through classical ethical frameworks combined with contemporary ethical standards, which helps systematize knowledge of the moral risks of AI-driven HR technologies and relate them to fundamental ethical principles.

Discussion. The results underscore that successful AI integration in HR requires treating ethical considerations on par with technical efficiency. The practical significance of this work is in formulating principles for responsible AI use: preventing discrimination and bias, ensuring algorithmic transparency and explainability, preserving human oversight (the human-in-the-loop principle) and prioritizing employees’ rights. It is recommended that organizations should adopt ethical guidelines and conduct audits of AI systems; likewise, legislation is evolving in many countries to address these issues. Future research should further develop ethical frameworks for emerging HR technologies and examine AI’s impact on the values of work in a changing society.