The Character of a Leader, Subjective Well-Being, and Work in Hostile Contexts: What Can We Learn from the New Study of the Center for Leadership of UCU?

On November 22, 2024, the official presentation of the collective monograph “Strategic Communications in Wartime: Perspectives from Volunteers to Academics” took place at the national information agency “Ukrinform”. This joint project resulted from the creative collaboration of the National Academy of the Security Service of Ukraine and dozens of experts in security, social sciences, and strategic communications.

It is highly symbolic that the presentation of this work – a third in a series dedicated to the challenges of strategic communications, and the first rooted in the experience of full-scale war in Ukraine – was held on the anniversary of both the Orange Revolution (2004-2005) and the Revolution of Dignity (2013-2014).

This event was particularly significant for our team, as, for the first time in the series’ history, it included a chapter entitled “Leadership in Strategic Communications Systems: Assess, Integrate, Communicate”. This section reflects the immense importance of personal Leadership in asymmetric warfare. It also offered a broader audience access to this potential, thanks to Andrew Rozhdestvensky, Executive Director of the Center for Leadership of UCU, and Taras Oleksyn, Manager of Research Projects, co-authors of the publication “The Character of Military Leaders, Subjective Well-Being, and Work in Hostile Contexts: Lessons for Ukraine in Attrition War”.

Below, we provide an overview of this research, its most intriguing insights, and, most importantly, its conclusions.

Why Does Leadership Character Matter?

The full-scale phase of the Russian-Ukrainian war has demonstrated that success in such conflicts is not determined solely by the quantity of weapons or financial resources. It hinges on variables often neglected by traditional management models: people. Soldiers and civilians, managers and field-level personnel – their personal traits, combined with their actions on the ground, have collectively become the game-changer altering the course of the conflict.

“Success in this war depends on the ‘variables’ neglected by traditional management models: people”.

However, no emotional surge can last indefinitely. The gradual (and inevitable) decline of the euphoria experienced in the early months of resistance – exacerbated by significant state communication errors, new territorial losses following initial successes, and the transition of the conflict into a protracted phase – has fueled anxiety, panic, and depression among both civilians and military personnel. This growing mental toll poses a particular threat amid an existential war.

In these conditions, where the moral dimension risks shifting from a strength to a liability, the Character of leaders once again takes center stage. This characteristic has traditionally distinguished many Ukrainians from their Russian counterparts and their allies. Its impact on leaders’ subjective well-being, resilience, and effectiveness – the essence of what we call “morale” – became the focus of our scientific exploration.

Lesser-Known Impacts of Attrition Warfare

The research underpinning this publication is anything but situational. It began back in 2019, during Ukraine’s Joint Forces Operation in the East. Initiated by the Center for Leadership of UCU and Ian O. Ihnatowycz Institute for Leadership, Ivey Business School (Canada), led by Andrew Rozhdestvensky and Lucas Monzani, the study sought to trace the relationship between Leadership Character and subjective well-being among military and civilian leaders.

Several compelling findings from previous researches in the field of personal Leadership prompted the investigation:

• Exhausted leaders are more likely to exhibit toxic behavior, which negatively impacts team morale.
• Leaders’ job satisfaction directly influences their performance and readiness to face new challenges.
• Extended exposure to stressful environments reduces subjective well-being, complicates decision-making, accelerates team burnout, and diminishes organizational performance.

“Extended exposure to stress reduces subjective well-being, complicates decision-making, accelerates team burnout, and diminishes organizational performance”.

Given Ukraine’s long-standing exposure to “hostile” contexts, these observations are familiar. With the escalation of combat, this environment has become even more dangerous for millions. At first glance, such conditions seem to extinguish any hope of improvement during an attrition war. But is this truly the case?

Contexts for Ukraine as of May 2024 (Source: DeepState)

The JD-R Model: A Tool for Ukraine

Recognizing troubling trends among civilian and military leaders in hostile contexts before the full-scale invasion, the researchers aimed to find a practical solution. Could the development of Leadership Character – measured using the “Model of 11 Virtues” – mitigate these adverse effects?

To test this hypothesis, the team applied the JD-R Model (Job Demands-Resources). This framework examines how a balance between work-related (equipment and conditions) and personal (Character and skills) resources affects employee motivation, job performance, and professional achievements. Conversely, a lack of resources or a mismatch between job demands and circumstances negatively impacts motivation, heightens tension, and undermines job performance.

The JD-R model that underlies the research

Could a well-developed Leadership Character offset these negative trends? Could the resilience it fosters supplement personal resources in the JD-R Model?

The Leadership Character: An Asymmetric Factor in Systemic Conflicts

A two-phase survey of 132 civilian and military leaders (2019-2021) demonstrated that Andrew Rozhdestvensky and Lucas Monzani’s hypothesis was correct. Leaders with highly developed Character or specific Virtues most successfully countered the JD-R Model’s adverse trends in hostile environments. These Virtues not only supplemented their internal resources but also acted as a buffer, significantly reducing stress’s impact on decision quality and outcomes.

“Leaders with highly developed Character or specific Virtues most successfully countered the JD-R Model’s adverse trends in hostile environments”.

However, this conclusion is far from the only one. We invite you to review a brief summary of the authors’ findings:

• In an extremely hostile environment, where decisions directly impact the lives and well-being of subordinates and resources are scarce, a leader’s personal qualities play a key role in maintaining the unit’s morale and stability.
• This observation also significantly influences the hierarchy of Leadership Virtues. Civilian leaders often consider Drive their most important trait, while military leaders prioritize Critical Judgment.
• Emotional, social, and psychological well-being are vital for sustaining high motivation levels among both military and civilian leaders. However, even before the full-scale war, our team identified a troubling trend: a decline in social well-being among military personnel. This issue stems from outdated organizational culture and insufficient societal support.
• Finally, military leaders, while generally demonstrating greater resilience compared to their civilian counterparts, often feel underappreciated by the public for their mission and sacrifices.

Many of these identified issues have emerged on a larger scale during the “great war”, affecting the morale of both military personnel and civilians, productivity, and, on a broader scale, the prospects of victory in a prolonged conflict. So, what are our recommendations for addressing them?

1. Institutionalizing Character Development:

• Incorporate Leadership Character development programs into training systems for military and civilian leaders.
• Conduct workshops emphasizing moral and ethical Leadership.

2. Transforming Organizational Culture:

• Shift from authoritarian to people-centered management models.
• Ensure feedback mechanisms and opportunities for initiative across all management levels.

3. Focusing on Well-Being:

• Conduct regular surveys on emotional and social well-being.
• Implement psychological support programs for military and civilian personnel.
• Actively engage society in recognizing military contributions.

Ukraine today fights not only for its Independence but also for the values that will define its future. Leadership Character is a unique “variable” that must be harnessed to navigate this historic struggle successfully. It offers the resilience and motivation needed when resources are scarce, and challenges are overwhelming. Developing Virtues and modernizing organizational culture must therefore become strategic priorities for the state, businesses, and, above all, Ukrainian society.