Differences in coping strategies of managers and employees of organizations in war conditions and their relationship with mental health

Abstract

On the basis of empirical research, it was established that there are statistically significant differences between managers and employees of organizations regarding the use of coping strategies in war conditions (managers prevail over employees regarding the use of an active and productive coping strategy «task-solving orientation», however, employees prevail over managers regarding the use of passive and unproductive coping strategy «focus on emotions»). It was also found that various coping strategies are differently related to the components of mental health of managers, leaders and employees: a) coping strategies «task-solving orientation» and «social distraction» have a «positive status» (because they contribute to strengthening most components of mental health, both in managers and employees of organizations); b) the coping strategy «orientation on emotions» has a «negative» status (because it leads to a decrease in many components of mental health, both in managers and in employees); c) coping strategies «avoidance» and «distraction» have an «ambivalent» status (since they affect the mental health of managers and employees in different ways).