Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study

To perform effectively in complex mission environments, security personnel and leaders must be flexible and adaptable in responding to rapidly changing conditions. Psychological hardiness marks resilient people who maintain their health and performance despite stressful situations. The present study evaluates psychological hardiness at entry to W est P oint military academy as a predictor of leader performance and adaptability over time. Predictors also included S cholastic A ptitude T est ( SAT ) scores, and a composite indicator of leader potential ( W hole C andidate S core) taken from admissions records. Using the P ulakos adaptability taxonomy as a guide, adaptability performance items were taken from a survey of graduates given 3 years after graduation. Also, military leadership grades as W est P oint seniors provided an index of traditional military performance. Hierarchical regression analyses showed that W hole C andidate S cores predict military leader performance at W est P oint, but not leader adaptability after graduation. However, hardiness predicts leader performance at W est P oint, and also leader adaptability (self‐ and supervisor ratings) after graduation. SAT scores and the challenge facet of hardiness are negative predictors of leader performance at W est P oint. Results indicate that while the traditional measures W hole C andidate S core predicts leader performance in the stable, highly regulated environment of W est P oint, it does not predict leader adaptability and performance in the uncertain environment of real‐world operations. In contrast, psychological hardiness (commitment and control facets) measured as academy freshmen predicts leader adaptability in officers measured 7 years later. Psychological hardiness appears to be a promising factor in promoting the development of adaptability.