PSYCHOLOGICAL CHARACTERISTICS OF EFFECTIVE PUBLIC LEADERS: A BASELINE STUDY BASED ON A DIAGNOSTIC SURVEY IN PUBLIC ADMINISTRATION

Abstract

This article presents an empirical investigation into the psychological characteristics that define effective leadership in the public administration sector of Ukraine. In the context of rapid socio-political transformations and ongoing digitalisation, public leaders are increasingly expected to demonstrate not only strategic thinking and policy expertise, but also emotional intelligence, stress resilience, and cognitive flexibility. The study aims to establish a psychological profile of effective public leaders and assess their readiness to navigate the challenges of institutional transformation and digital governance. To achieve this, a mixed-method diagnostic survey was administered online to a sample of 338 civil servants from mid- and lower-level positions across various sectors of governance. The questionnaire, originally developed in Ukrainian, included both quantitative and qualitative components and underwent a validation process to ensure content reliability and internal consistency (Cronbach’s alpha = 0.82). Descriptive statistics revealed that emotional intelligence, stress resilience, communication skills, and strategic thinking were perceived as the most essential traits for effective leadership. Correlation analysis further indicated strong interrelations among these psychological competencies, underscoring their synergistic nature. Thematic analysis of open-ended responses highlighted the critical role of social learning, feedback mechanisms, institutional adaptation, and digital transformation in shaping leadership behaviours. The findings suggest that leadership development is not only an individual psychological process but also a social and organisational one, heavily influenced by political context, bureaucratic constraints, and organisational culture. Building on the findings, the study introduces a structural-functional integrated model that offers a holistic synthesis of psychological, social, and institutional dimensions of leadership development. This model serves as a comprehensive framework for designing future training programs and policy reforms. The research contributes to the evolving discourse on public leadership by bridging theoretical constructs with practical insights. Future studies should focus on the design and empirical testing of the proposed model using longitudinal methods and comparative data to enhance its applicability and impact.