Leadership behavior and its impact on the work motivation of managerial personnel

Abstract

Abstract: The article examines the impact of leadership behavior on the work motivation of managerial personnel under conditions of socio-economic instability and martial law in Ukraine. The purpose of the study is to systematize contemporary scientific approaches to understanding the relationship between leadership style and the level of intrinsic motivation among managers, as well as to identify effective management strategies that ensure productivity and psychological resilience of teams during periods of crisis-induced change. The methodological framework of the research includes comparative, systemic, and analytical methods, which made it possible to generalize theoretical concepts of leadership (transformational, servant, and humble leadership) and to reveal the specifics of their implementation in modern Ukrainian organizations. A contextual analysis approach was applied, allowing the integration of international research findings with domestic experience in personnel management during wartime. The study found that transformational leadership contributes to the formation of a shared vision, increased employee engagement, and the development of intrinsic motivation by satisfying basic psychological needs – autonomy, competence, and relatedness. Servant leadership was identified as an effective mechanism for strengthening trust and psychological safety, which are key factors in maintaining productivity under crisis conditions. Humble leadership, based on modesty, reflection, and open communication, promotes initiative, creativity, and emotional resilience within managerial teams. It was proven that Ukrainian leadership experience is characterized by the integration of humanistic and crisis-oriented approaches focused on maintaining team morale and ensuring effective management amid persistent risks. The results confirm that effective leadership behavior directly influences the level of intrinsic motivation of managerial personnel by mediating this effect through the creation of an atmosphere of trust, support, and open dialogue. It was found that combining different leadership styles is a prerequisite for adaptive management during crises, while the development of leaders’ emotional intelligence enhances their ability to reduce employee anxiety and prevent burnout. The Ukrainian experience demonstrates that a leader’s moral and ethical responsibility, transparency in decision-making, and support for socially significant initiatives form a unique model of management grounded in mutual trust, empathy, and value orientation. The conclusions emphasize that leadership behavior is a determining factor in managerial motivation, ensuring engagement, resilience, and readiness to act under uncertainty. It is recommended to implement a comprehensive approach to leadership development focused on combining transformational and servant leadership principles, strengthening emotional intelligence, and cultivating a corporate culture of trust. The results obtained can be applied to improve personnel management practices in Ukrainian organizations during wartime and post-war transformations. Keywords: leadership, motivation, managerial work, management style, human resource management.