MANIPULATIVE BEHAVIOR OF PERSONNEL DURING WARTIME: MANAGERIAL CHALLENGES AND COUNTERACTION METHODS

Abstract

The research focuses on the complex phenomenon of manipulative behaviour within the organizational environment under martial law, which transforms socio-economic and psychological settings, creating a fertile ground for manipulative practices in personnel management. The war acts as a catalyst for hidden forms of behaviour, exacerbating psychological vulnerability, emotional tension, and the need for organizational stability. The goal of the article is to identify the essence, specifics, and consequences of manipulative influence on personnel during wartime, and to outline directions for ethical management capable of minimizing its negative manifestations. Manipulation is defined as a hidden psychological influence aimed at managing the behaviour of an individual or group to achieve a result beneficial to the manipulator, without the conscious consent of the object of influence. Unlike open persuasion, manipulation relies on emotional suggestion and information distortion. In wartime, this form of influence gains particular relevance, often used by management to ensure discipline,  control, or mobilization of resources when traditional mechanisms lose effectiveness. The study examines managerial influence mechanisms that may contribute to manipulative practices in interpersonal, informational, and communication interactions. Characteristic forms of manipulation intensified during the crisis are highlighted, including emotional manipulation (appealing  to fear, guilt, or patriotism), informational manipulation (restricting objective data or distorting facts), social manipulation (using group pressure), and moral and ethical manipulation (appealing to "higher values" to legitimize dubious decisions). A specific form is pseudo-support, where employee care masks pressure or coercion. While manipulative practices may yield  short-term results in control and task execution, they have a comprehensive destructive effect in the long term. The negative consequences include the gradual erosion of trust, emotional burnout, demoralization, apathy, cynicism, and the degradation of corporate culture. This ultimately undermines the organization’s capacity for self-organization, innovation, and long-term competitiveness. The article outlines key directions for prevention and counteraction to manipulative influences. These directions necessitate a systemic approach focused on enhancing the transparency of management processes and building psychological resilience. Crucial counteraction methods involve: establishing principles of ethical management and ethical  leadership; developing a culture of open and transparent communication; supporting the psychological safety of employees; and teaching personnel media literacy and critical thinking. The findings emphasize that transitioning to a partnership based management style, founded on mutual responsibility, honesty, and shared values, is the strategic resource for organizational stability and preserving human potential during wartime and in the post-war period.