For recruits, basic military training (BMT) can be experienced as a stressful episode in which relevant protective factors such as resilience might be essential for successful completion of the training. The present study examined whether resilience would act as a protective factor during BMT in the Swiss Armed Forces. To this end, we conducted a cross-sectional and longitudinal study of resilience and psychological burden. At the beginning of the BMT and at week 11, 525 male recruits (mean age: 20.3 years) completed a series of questionnaires covering demographic information and assessing resilience, perceived stress and mental distress. In parallel, their superiors rated recruits’ military performance in week 13. Dropout rates were also registered. Cross-sectionally and longitudinally, higher resilience scores predicted lower scores for perceived stress, mental distress, and better military performance. Higher self-rated resilience was moderately associated with military performance, as rated by recruits’ superiors. Resilience scores, perceived stress and mental distress did not differ between those recruits continuing their BMT and dropouts. In support of our assumptions, resilience acted as a protective factor during Swiss Armed Forces BMT.

In Switzerland, military service is a civic obligation for all adult male citizens, and thus, leadership style can be particularly challenging. The present study investigated the impact of superiors’ leadership styles on recruits’ achievement motivation, organizational citizenship behavior (OCB), and perceived stress during their Basic Military Training (BMT). To this end, a total of 525 male recruits (mean age: 20.3 years) recruits were assessed both cross-sectionally and longitudinally. At the start of BMT (baseline), at week 7, and at week 11, participants completed a series of self-rating questionnaires covering demographic information, achievement motivation, organizational citizenship behavior (OCB), perceived stress, and their superiors’ leadership styles (transformational, transactional und laissez-faire). Longitudinally, scores for achievement motivation and OCB showed no significant difference between baseline and the 11th week. In a group comparison, the group experiencing higher transformational leadership (from week 7 to week 11) had the highest scores for achievement motivation and OCB, and the lowest scores for perceived stress, all at week 11. Exploratively, achievement motivation and OCB at baseline were associated with transformational leadership and transactional leadership at week 7 and week 11. Perceived stress at baseline correlated only with transformational leadership but not with transactional leadership, both at week 7 and week 11. Transformational leadership style fostered achievement motivation and OCB in Swiss military recruits and protected them from stress, both cross-sectionally and longitudinally.