Management of War-Influenced Dispersed Teams

The article is dedicated to the study of managing teams dispersed under the influence of war. Military aggression has led to the forced relocation of workforce teams, creating unique challenges for effective management of organizations and teams. The aim of the article is to develop comprehensive approaches to managing teams whose members have been forced to relocate to different regions due to the consequences of military aggression, taking into account crisis conditions, geographical dispersion, and the specific needs of employees. The article introduces the term “war-influenced dispersed teams” and analyzes the characteristics of such teams, comparing them to other types of remote teams. This comparison highlights unique features that affect team performance and management in conditions of instability. The author identifies determinants of the issues faced by war-influenced dispersed teams: forced separation, structural transformation during a crisis, unequal working conditions, and socio-cultural pressure. The article analyzes the potential problems arising from these determinants. The scientific novelty of this work lies in the development of a management model for war-influenced dispersed teams, which accounts for the specific conditions of crisis and geographical distribution. This model comprises the following elements: crisis management, security assurance, psychological support, inclusive leadership, resource provision, adaptation of work processes to remote formats, location-tailored individual motivation, and activity monitoring. The article also proposes directions for implementing this model, considering the needs of different employee groups. The practical significance of these findings lies in the development of specific recommendations for managing war-influenced dispersed teams to maintain their stability and productivity. The proposed model provides team leaders with tools for adapting to new realities and organizing effective work in crisis conditions. Specifically, these recommendations can be used to adjust internal processes in companies with remote employees or teams relocating due to war, thereby preserving corporate culture and mitigating stress and psychological pressure on employees.