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Modern bureaucratic competencies, such as creativity, innovative problem-solving, and critical thinking, have become essential in contemporary public management due to complex challenges in a wide range of areas, including the economy, social welfare, and the environment. This has led to a greater focus on developing these competencies, through innovative methods like creative problem-solving (CPS) in the training of public management specialists. The aim of this study is to identify specific competencies among public management professionals that can be cultivated through the CPS approach and to explore the critical conditions for its successful implementation. The analysis was conducted at the Military Academy of Lithuania, where CPS techniques have been consistently integrated into public management-related subjects for several years, forming a stable foundation for the in-depth investigation. First, the study examines Lithuania's legal framework for public management and public management education to implement CPS. Second, a qualitative data analysis of open-ended feedback (n = 199) highlights practical application. The findings reveal that the Lithuanian legal context underscores the importance of fostering creativity and innovation among public managers. Furthermore, the practical integration of CPS into public management curricula promotes modern bureaucratic qualities such as teamwork, critical thinking, problem-solving, creativity, innovation, and leadership. However, effective CPS implementation requires additional curriculum time, a supportive and creative learning environment, and strong teacher and student commitment. These findings underscore CPS's potential as a valuable tool for cultivating public management competencies.
Acknowledgment The study is financed from the funds of the study-supporting project "Research on the Management of Security and Defense Institutions of Small States" (General Jonas Žemaitis Lithuanian Military Academy, 2020-12-17, No. V-828).

The article analyzes the generational (age cohorts) effect on subjective wellbeing at work. The main aim is to reveal generational differences that lead to subjective wellbeing at work and possible discrepancies between the generations. The article contributes to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions that vary among generations, including physical experience, cognitive job performance, and appraisal, as well as social relationships and socio-emotional enablement at work. Using the military as an organization where daily routine creates similar conditions for different generations, we surveyed 890 army professionals representing three different generations: Gen Y, Gen X, and Gen Z. A structural equation modelling (SEM) technique is used to test the research model. The results support the hypothesis that generation has a strong moderating impact on the components of subjective wellbeing at work. Social relationship, as a socio-emotional experience, is the most important component of wellbeing at work for Gen Z, while socio-emotional enablement plays a central role in subjective wellbeing at work for Gen X and Gen Y.

The article analyzes the generational (age cohorts) effect on subjective wellbeing at work. The main aim is to reveal generational differences that lead to subjective wellbeing at work and possible discrepancies between the generations. The article contributes to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions that vary among generations, including physical experience, cognitive job performance, and appraisal, as well as social relationships and socio-emotional enablement at work. Using the military as an organization where daily routine creates similar conditions for different generations, we surveyed 890 army professionals representing three different generations: Gen Y, Gen X, and Gen Z. A structural equation modelling (SEM) technique is used to test the research model. The results support the hypothesis that generation has a strong moderating impact on the components of subjective wellbeing at work. Social relationship, as a socio-emotional experience, is the most important component of wellbeing at work for Gen Z, while socio-emotional enablement plays a central role in subjective wellbeing at work for Gen X and Gen Y.

The article analyzes the generational (age cohorts) effect on subjective wellbeing at work. The main aim is to reveal generational differences that lead to subjective wellbeing at work and possible discrepancies between the generations. The article contributes to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions that vary among generations, including physical experience, cognitive job performance, and appraisal, as well as social relationships and socio-emotional enablement at work. Using the military as an organization where daily routine creates similar conditions for different generations, we surveyed 890 army professionals representing three different generations: Gen Y, Gen X, and Gen Z. A structural equation modelling (SEM) technique is used to test the research model. The results support the hypothesis that generation has a strong moderating impact on the components of subjective wellbeing at work. Social relationship, as a socio-emotional experience, is the most important component of wellbeing at work for Gen Z, while socio-emotional enablement plays a central role in subjective wellbeing at work for Gen X and Gen Y.

The article analyzes the generational (age cohorts) effect on subjective wellbeing at work. The main aim is to reveal generational differences that lead to subjective wellbeing at work and possible discrepancies between the generations. The article contributes to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions that vary among generations, including physical experience, cognitive job performance, and appraisal, as well as social relationships and socio-emotional enablement at work. Using the military as an organization where daily routine creates similar conditions for different generations, we surveyed 890 army professionals representing three different generations: Gen Y, Gen X, and Gen Z. A structural equation modelling (SEM) technique is used to test the research model. The results support the hypothesis that generation has a strong moderating impact on the components of subjective wellbeing at work. Social relationship, as a socio-emotional experience, is the most important component of wellbeing at work for Gen Z, while socio-emotional enablement plays a central role in subjective wellbeing at work for Gen X and Gen Y.

Whether natural, human-made incidents and wars, each crisis possesses unique and complex operational environment and requires strong leadership capabilities to implement response actions. Accordingly, every-day leadership practice, leadership self-development is encouraged and leadership development programmes are implemented across nations and institutions to develop leadership capabilities of military and first responders for crisis and emergency situations. However, assessing real leadership capabilities is often a difficult task as criteria for evaluation are neither standardized nor agreed. The previous studies admit that there are no universal instrument to assess leadership capabilities, moreover, leadership assessment is usually designed for long-term directions and self-development instead of leadership assessment in the field. Accordingly, we aim of this paper is to compare instruments and practicesfor leadership capabilities assessment of military and first responders for crisis and emergency situations. The paper fills a gap by comparing two separate streams of leadership capabilities assessment: an assessment of leadership (self)-development that is designed for team cohesion in a long-term and assessment of leadership capabilities that are essential for short-term actions during crisis and emergency situations.

Whether natural, human-made incidents and wars, each crisis possesses unique and complex operational environment and requires strong leadership capabilities to implement response actions. Accordingly, every-day leadership practice, leadership self-development is encouraged and leadership development programmes are implemented across nations and institutions to develop leadership capabilities of military and first responders for crisis and emergency situations. However, assessing real leadership capabilities is often a difficult task as criteria for evaluation are neither standardized nor agreed. The previous studies admit that there are no universal instrument to assess leadership capabilities, moreover, leadership assessment is usually designed for long-term directions and self-development instead of leadership assessment in the field. Accordingly, we aim of this paper is to compare instruments and practicesfor leadership capabilities assessment of military and first responders for crisis and emergency situations. The paper fills a gap by comparing two separate streams of leadership capabilities assessment: an assessment of leadership (self)-development that is designed for team cohesion in a long-term and assessment of leadership capabilities that are essential for short-term actions during crisis and emergency situations.

Whether natural, human-made incidents and wars, each crisis possesses unique and complex operational environment and requires strong leadership capabilities to implement response actions. Accordingly, every-day leadership practice, leadership self-development is encouraged and leadership development programmes are implemented across nations and institutions to develop leadership capabilities of military and first responders for crisis and emergency situations. However, assessing real leadership capabilities is often a difficult task as criteria for evaluation are neither standardized nor agreed. The previous studies admit that there are no universal instrument to assess leadership capabilities, moreover, leadership assessment is usually designed for long-term directions and self-development instead of leadership assessment in the field. Accordingly, we aim of this paper is to compare instruments and practicesfor leadership capabilities assessment of military and first responders for crisis and emergency situations. The paper fills a gap by comparing two separate streams of leadership capabilities assessment: an assessment of leadership (self)-development that is designed for team cohesion in a long-term and assessment of leadership capabilities that are essential for short-term actions during crisis and emergency situations.

Whether natural, human-made incidents and wars, each crisis possesses unique and complex operational environment and requires strong leadership capabilities to implement response actions. Accordingly, every-day leadership practice, leadership self-development is encouraged and leadership development programmes are implemented across nations and institutions to develop leadership capabilities of military and first responders for crisis and emergency situations. However, assessing real leadership capabilities is often a difficult task as criteria for evaluation are neither standardized nor agreed. The previous studies admit that there are no universal instrument to assess leadership capabilities, moreover, leadership assessment is usually designed for long-term directions and self-development instead of leadership assessment in the field. Accordingly, we aim of this paper is to compare instruments and practicesfor leadership capabilities assessment of military and first responders for crisis and emergency situations. The paper fills a gap by comparing two separate streams of leadership capabilities assessment: an assessment of leadership (self)-development that is designed for team cohesion in a long-term and assessment of leadership capabilities that are essential for short-term actions during crisis and emergency situations.

A growing number of research papers present systematic investigations of creative behaviour in complex social systems rather than emphasise individual creativity; however, surprisingly little has been done to investigate communication at the workplace in which such creativity is revealed. It should also be noted that communication that takes place in rigid organizational structures and simultaneously activates creativity is phenomenon that has not yet been analysed. This article discusses organizational communication and its impact on creativity by analysing corporate, team and leadership communication levels, taking military as a research context. Thus, this research addresses the following two questions: (i) how is organizational communication related to creativity? and (ii) how communication on different levels contribute to organizational creativity in rigid structures? To answer these questions a theoretical multi-factor model was created and empirically tested using AMOS Software. On the basis of empirical findings, a three-level model of organizational communication for creativity in rigid organizational structures was proposed. Santrauka Vis daugiau mokslininkų kūrybišką elgesį analizuoja sudėtingose socialinėse sistemose ir atsisako siauro požiūrio į individo kūrybiškumą; kartu kūrybiškumas darbo vietoje, t. y. aplinkoje, kurioje jis gimsta, yra mažai nagrinėjamas. Kūrybiškumas, kaip organizacijos fenomenas, uždarose organizacinėse struktūrose nėra tiriamas apskritai. Kad būtų užpildyta ši mokslo žinių spraga, organizacinis kūrybiškumas šiame straipsnyje analizuojamas kariuomenės kontekste. Straipsnyje tiriama organizacinė komunikacija ir jos poveikis kūrybiškumui. Organizacinė komunikacija tyrime išskaidoma į tris lygmenis: korporacinį, komandos ir vadovo-pavaldinio. Straipsnyje nagrinėjami du klausimai: 1) kaip komunikacija yra susijusi su kūrybiškumu; 2) kaip komunikacija skirtingais lygmenimis prisideda prie organizacinio kūrybiškumo uždarose hierarchinėse struktūrose. Atsakant į šiuos klausimus buvo sukurtas teorinis daugiafaktoris modelis, kuris empiriškai patikrintas naudojant AMOS programą. Remiantis empiriniais duomenimis, buvo pasiūlytas trijų lygių organizacinės komunikacijos modelis, skirtas kūrybiškumui skatinti uždarose organizacinėse struktūrose.

A growing number of research papers present systematic investigations of creative behaviour in complex social systems rather than emphasise individual creativity; however, surprisingly little has been done to investigate communication at the workplace in which such creativity is revealed. It should also be noted that communication that takes place in rigid organizational structures and simultaneously activates creativity is phenomenon that has not yet been analysed. This article discusses organizational communication and its impact on creativity by analysing corporate, team and leadership communication levels, taking military as a research context. Thus, this research addresses the following two questions: (i) how is organizational communication related to creativity? and (ii) how communication on different levels contribute to organizational creativity in rigid structures? To answer these questions a theoretical multi-factor model was created and empirically tested using AMOS Software. On the basis of empirical findings, a three-level model of organizational communication for creativity in rigid organizational structures was proposed. Santrauka Vis daugiau mokslininkų kūrybišką elgesį analizuoja sudėtingose socialinėse sistemose ir atsisako siauro požiūrio į individo kūrybiškumą; kartu kūrybiškumas darbo vietoje, t. y. aplinkoje, kurioje jis gimsta, yra mažai nagrinėjamas. Kūrybiškumas, kaip organizacijos fenomenas, uždarose organizacinėse struktūrose nėra tiriamas apskritai. Kad būtų užpildyta ši mokslo žinių spraga, organizacinis kūrybiškumas šiame straipsnyje analizuojamas kariuomenės kontekste. Straipsnyje tiriama organizacinė komunikacija ir jos poveikis kūrybiškumui. Organizacinė komunikacija tyrime išskaidoma į tris lygmenis: korporacinį, komandos ir vadovo-pavaldinio. Straipsnyje nagrinėjami du klausimai: 1) kaip komunikacija yra susijusi su kūrybiškumu; 2) kaip komunikacija skirtingais lygmenimis prisideda prie organizacinio kūrybiškumo uždarose hierarchinėse struktūrose. Atsakant į šiuos klausimus buvo sukurtas teorinis daugiafaktoris modelis, kuris empiriškai patikrintas naudojant AMOS programą. Remiantis empiriniais duomenimis, buvo pasiūlytas trijų lygių organizacinės komunikacijos modelis, skirtas kūrybiškumui skatinti uždarose organizacinėse struktūrose. Reikšminiai žodžiai:korporacinė komunikacija, komunikacija tarp vadovo irpavaldinio, kariuomenė, organizacinė komunikacija, organizacinis kūrybiškumas, komunikacija grupėje.

A growing number of research papers present systematic investigations of creative behaviour in complex social systems rather than emphasise individual creativity; however, surprisingly little has been done to investigate communication at the workplace in which such creativity is revealed. It should also be noted that communication that takes place in rigid organizational structures and simultaneously activates creativity is phenomenon that has not yet been analysed. This article discusses organizational communication and its impact on creativity by analysing corporate, team and leadership communication levels, taking military as a research context. Thus, this research addresses the following two questions: (i) how is organizational communication related to creativity? and (ii) how communication on different levels contribute to organizational creativity in rigid structures? To answer these questions a theoretical multi-factor model was created and empirically tested using AMOS Software. On the basis of empirical findings, a three-level model of organizational communication for creativity in rigid organizational structures was proposed. Article in English. Organizacinės komunikacijos ir kūrybiškumo santykis: kaip jis plėtojamas uždarose struktūrose? Santrauka Vis daugiau mokslininkų kūrybišką elgesį analizuoja sudėtingose socialinėse sistemose ir atsisako siauro požiūrio į individo kūrybiškumą; kartu kūrybiškumas darbo vietoje, t. y. aplinkoje, kurioje jis gimsta, yra mažai nagrinėjamas. Kūrybiškumas, kaip organizacijos fenomenas, uždarose organizacinėse struktūrose nėra tiriamas apskritai. Kad būtų užpildyta ši mokslo žinių spraga, organizacinis kūrybiškumas šiame straipsnyje analizuojamas kariuomenės kontekste. Straipsnyje tiriama organizacinė komunikacija ir jos poveikis kūrybiškumui. Organizacinė komunikacija tyrime išskaidoma į tris lygmenis: korporacinį, komandos ir vadovo-pavaldinio. Straipsnyje nagrinėjami du klausimai: 1) kaip komunikacija yra susijusi su kūrybiškumu; 2) kaip komunikacija skirtingais lygmenimis prisideda prie organizacinio kūrybiškumo uždarose hierarchinėse struktūrose. Atsakant į šiuos klausimus buvo sukurtas teorinis daugiafaktoris modelis, kuris empiriškai patikrintas naudojant AMOS programą. Remiantis empiriniais duomenimis, buvo pasiūlytas trijų lygių organizacinės komunikacijos modelis, skirtas kūrybiškumui skatinti uždarose organizacinėse struktūrose. Reikšminiai žodžiai:korporacinė komunikacija, komunikacija tarp vadovo irpavaldinio, kariuomenė, organizacinė komunikacija, organizacinis kūrybiškumas, komunikacija grupėje.

The purpose of this study is to investigate the interplay between government initiatives, public trust in government, and citizen engagement within the context of two distinct crisis scenarios: a global health crisis caused by the COVID-19 pandemic and an international security crisis caused by Russian aggression against Ukraine. A two-stage biennial survey methodology is used to collect quantitative data. In the first phase, which took place in the context of a global health crisis, an omnibus survey was conducted, involving a randomly selected sample of 3,175 respondents from three Baltic countries: Estonia (n = 1002), Latvia (n = 1017), and Lithuania (n = 1006). In the second stage, which took place in the context of an international security crisis, a random sample was carried out of 2026 respondents from two Baltic countries: Estonia (n = 1002) and Lithuania (n = 1024). The analysis examined causal relationships in political, rational, and social trust.The findings reveal that the relationship between trust in the government and government initiatives that foster political, rational, or emotional trust is stronger during international security crises than during health crises. This means that citizens perceive government behavior as more credible in the context of external security threats. Research on the interaction between government behavior and citizen participation is more nuanced than on public trust. In general, government initiatives have a greater impact on citizen participation than public trust in both crises. This highlights the positive impact of government initiatives in cooperation with the population.
AcknowledgmentThe study is financed from the funds of the study-supporting project "Research on the Management of Security and Defense Institutions of Small States" (General Jonas Žemaitis Lithuanian Military Academy, 2020-12-17, No. V-828).

This research aims to predict conscripts' task cohesion in groups using artificial neural network modelling (NNM). The prediction of task cohesion during military conscription lies on two domains of research. The first is related to team cohesion, its deconstruction, and its measurement, while the second is allied to nonlinear modelling in group behaviour research. To predict this multidimensional and complex phenomenon, the multilayer perceptron (MLP) and the radial basis function (RBF) neural networks are used. As a result, the team cohesion in conscript groups, which is a key variable in conscription service effectiveness, was predicted with high accuracy (MPL MOD2= 88% and RBF MOD8=90%) by the models created. The performed modeling shows that according to MPL MOD2 norm cohesion has 100% of normalized importance, while according to RBF MOD8, interpersonal cohesion is the best predictor (normalized importance=100%) for task cohesion in groups during conscription service.

The present study aims to elucidate the main variables that increase the level of stress at the beginning of military conscription service using an artificial neural network (ANN)-based prediction model. Random sample data were obtained from one battalion of the Lithuanian Armed Forces, and a survey was conducted to generate data for the training and testing of the ANN models. Using nonlinearity in stress research, numerous ANN structures were constructed and verified to limit the optimal number of neurons, hidden layers, and transfer functions. The highest accuracy was obtained by the multilayer perceptron neural network (MLPNN) with a 6-2-2 partition. A standardized rescaling method was used for covariates. For the activation function, the hyperbolic tangent was used with 20 units in one hidden layer as well as the back-propagation algorithm. The best ANN model was determined as the model that showed the smallest cross-entropy error, the correct classification rate, and the area under the ROC curve. These findings show, with high precision, that cohesion in a team and adaptation to military routines are two critical elements that have the greatest impact on the stress level of conscripts.