Leadership Is a Process, Not a Moment – Vision, Teamwork, and Adaptability as the Essence of a Modern Leader
“The world is changing faster than ever. A leader must have vision but also the ability to adapt in the moment. For example, when I was studying for my EMBA just a few years ago, generative artificial intelligence didn’t exist in its current form. A leader must leverage these changes, not fall victim to them, or better yet, anticipate them and create innovations that meet the rapidly changing needs of the market.”
For Dražen Vujošević, a Board Member at NLB Bank Podgorica, the COTRUGLI EMBA program was a turning point in his professional development; a moment when he realized that results alone do not drive progress, but also the breadth of knowledge, multidisciplinarity, and leadership competencies.
From a Clear Career Vision to Leadership Roles in Banking
“Even during my studies, I had a very clear idea of what I wanted to do. I saw myself in banking – from the first operational steps to complex managerial tasks. When I started working at the bank, I was highly motivated: I wanted to learn, contribute beyond expectations, and take on responsibility.”
This approach quickly led him to managerial positions: first as Deputy Director of the Risk Management Sector and later as Director of the sector, taking on a key role in shaping the bank’s credit policy.
“After several years in that position, I realized that my further development couldn’t rely solely on current results but also on how much I was improving myself. That’s why I enrolled in the COTRUGLI EMBA. I wanted a broader perspective, multidisciplinarity, and stronger leadership skills. COTRUGLI was a logical choice for me because of the quality of the teaching, the program’s concept, and its adaptability to my professional rhythm.”
The Path of Leadership Today: Balancing People and Results
During his studies at COTRUGLI, Dražen received a significant promotion and became a Board Member of the bank. Today, he is completing his first term in that position and preparing for the next.
“As a leader, I want to achieve results that make a difference. With my team, I define a vision, and then we translate it into clear and measurable goals. It’s extremely important to me to maintain balance in everything – between people and tasks. A motivated and competent team is the key to any good strategy.”
The bank’s current focus is on digitalizing services, automating processes, and implementing artificial intelligence.
“My job is to ensure responsible management of all types of risks and the bank’s stability. That’s the foundation of being a reliable partner to clients and all stakeholders.”
On Mentorship: “Leadership Is Helping Others Grow”
Although he didn’t have a formal mentor, Dražen learned a lot by observing his superiors and applying their advice.
“I see mentorship as a very human process – helping others realize their potential. In my team, I do this through regular feedback and collaborative work. I would certainly be open to taking on a formal mentoring role within the COTRUGLI community one day.”
What Has Shaped His Leadership Style the Most?
“Leadership is not a moment; it’s a process. It’s a mosaic made up of talent, hard work, experience, education, and the people we meet. I’ve been greatly inspired by books, especially Adizes and his idea of the integrative function of leadership. In my career, I’ve learned by observing others, particularly leadership within the NLB Group. Both positive and negative examples teach us equally, it’s just important to stay open.”
Lessons He Would Pass on to His Younger Self
“I would emphasize three things: build a good team, integrate the team, and ensure continuity. Honesty, clear rules, opportunities for growth, and fair compensation are the foundation of a motivated team. And, of course, patience. Failures are part of the game, and successes shouldn’t make us complacent.”
What Does It Mean to Be a Successful Leader Today?
“The world is changing faster than ever. A leader must have vision but also the ability to adapt in the moment. For example, when I was studying for my EMBA just a few years ago, generative artificial intelligence didn’t exist in its current form. A leader must leverage these changes, not fall victim to them, or better yet, anticipate them and create innovations that meet the rapidly changing needs of the market.”
In management, it’s often said that stagnation doesn’t exist. You’re either progressing or regressing. It’s up to leaders to create the conditions for progress every single day.