Annotation

The relevance of this study stems from systemic contradictions that have arisen during the digital transformation of public administration, revealing a discrepancy between the formal implementation of administrative and legal results by heads of territorial bodies of federal executive bodies (FEBs) and modern challenges. The object of this study is social relations that are changing as the head of a federal executive body exercises administrative and legal influence in the context of digital transformation. The subject of this study is the legal and organizational issues, as well as the contradictions that hinder the effective implementation of this status during the digitalization transition period. The scientific novelty lies in the conceptual distinction between the concepts of “digitalization” and “digital transformation” as applied to the status of the head of a territorial body. For the first time, the paradoxical effect of digital transformation has been identified and substantiated: in the initial stages, it does not simplify, but significantly complicates management activities, giving rise to increased risks, duplication of functions, staff resistance, and managerial burnout. It has been proven that the manager acts as a “buffer” between the strategic goals of transformation and the actual capabilities of the organization, shouldering the main costs of the transition phase. However, legal regulation fails to differentiate between the stages of digital transition and sustainable operation. The study's results substantiate the need for a comprehensive review of approaches to legal regulation of the status of the manager, taking into account the increased burden of the transition period.