Migratory threats which are connected with mass internal inter-regional migrations, caused by the annexation of Crimea and military aggression in Donbas by Russia, have been disclosed in the article. ...The social-political and psychological threats of large-scale forced displacement are determined. Traditional migrations are mainly due to social-economic factors and the independent voluntary choice of participants in these processes regarding the intention to move, dictated by the freedom of choice of the person. Instead, forced displacements are caused by immediate threats to life and health. Analyzing the factors of migratory attraction, the cluster analysis was performed using the k-means method and using the STATISTICA program. The results of cluster analysis show that in large regions the level of IDP migratory activity is higher and the impact on the formation of demographic capital is more significant. It does not affect the number and composition of the population as a whole, but causes changes in its location, gender, and the age structure of the inhabitants of individual regions, is a consequence and an important factor of regional differences, directly related to industrialization and urbanization, rural depopulation. In terms of volume, internal migration significantly outperforms international migration. Measures for the proper formation and development of demographic potential at the macro level are proposed. Without proper regulation, forced displacement becomes a growing burden on host communities' ability to provide basic services, destroys civilian infrastructure and community cohesion, undermines public investment in reform, and creates insecurity, hopelessness, and despair among large populations that can easily become national and global risks.
The article considers the essence of the concept of «emotional flexibility» and identifies its main elements and role in implementing management functions in banking institutions, particularly in ...decision-making. First, we substantiated the necessity of developing emotional flexibility to strengthen the functions performed by the leader. We established that the degree of development of this experience depends on how much the leader can act in a situation of uncertainty, quickly adapt to change, and find new opportunities and ways to make decisions. After all, in banking management, management decisions are pretty risky and challenging to predict because the financial sector is quite sensitive to socio-economic and political factors. Second, we characterized the mental models that guide any human activity. We consider the term «emotional flexibility of the leader» as a set of skills based on the ability to perceive their own emotions, label and understand them, and then consciously move forward. It also means recognizing stress and getting out of it, deciding how to act according to personal values and goals. Thus, we considered the categories that are the basis for the formation of emotional flexibility, namely: emotional self-awareness, the ability to manage emotions, the ability to control emotions, empathy, establishing and maintaining relationships effectively. We found that the developed emotional flexibility is inherent in leaders who can understand and direct their feelings, quickly identify subordinates’ emotions, and maintain effective social communication. Finally, we focused on the benefits of the developed emotional flexibility of the head of enterprises, institutions, organizations.The emotional flexibility of the leader lies in his conscious readiness to implement the emotional competencies necessary for the effective implementation of professional activities and solving social problems. This will contribute to professional development and personal development, the actualization of adaptive abilities, preservation of health and prevention of «professional burnout», harmonious functioning in society, life achievements. Constantly increasing the importance of the human factor requires additional research in emotional flexibility as another source of improving the efficiency and effectiveness of banking institutions.Keywords: emotional flexibility; emotional intelligence; human factor; leader; manager; management; banking management; decision making.
JEL Classіfіcatіon G41
Formulas: 1; fig.: 3; tabl.: 1; bibl.: 31.
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