PSYCHOLOGICAL MECHANISMS OF LEADERSHIP AND PERSONNEL MANAGEMENT UNDER CRISIS CONDITIONS

Abstract

The article is devoted to a comprehensive analysis of the psychological mechanisms of leadership and personnel management in the crisis socio-economic conditions caused by military events and prolonged instability in Ukraine. The focus of the study is the role of emotional intelligence of managers, transformational and servant leadership in the formation of psychological safety of personnel as a key factor of organizational stability. The theoretical basis of the work is the concepts of emotional intelligence, psychological safety, resource theory of stress and modern approaches to humanistic models of leadership. The empirical study was conducted on a sample of 412 employees representing 127 organizations of the public, private and educational sectors of Ukraine. Standardized psychodiagnostic methods were used to collect data, which allowed assessing the level of emotional intelligence of managers, manifestations of transformational and servant leadership, psychological safety and organizational stability of personnel. Statistical analysis included correlation, regression, mediation and moderation procedures. The results obtained showed the presence of significant positive relationships between emotional intelligence, humanistic leadership styles and the level of psychological safety in teams. It was established that psychological safety performs a mediating function in the relationship between the emotional intelligence of managers and organizational resilience, ensuring the adaptability of personnel to crisis influences. The moderating effect of the military context, which weakens the direct influence of leadership strategies, and the buffer role of HRpractices of personnel support, which contribute to reducing the level of stress and increasing the sense of security, were also revealed. It was concluded that effective personnel management in crisis conditions is based on the development of emotional intelligence of managers, the implementation of servant and transformational leadership and systemic support of psychological safety. The practical significance of the results lies in the possibility of their use for the development of psychological support programs, HR strategies and training of managerial personnel in military and post-war realities.