Abstract

This qualitative study was conducted with members of the Ecuadorian army. Its purpose was to discover the leadership experiences the soldiers encountered while deployed on a United Nations peacekeeping mission. The theoretical framework for the study was threefold. Hofstede’s Dimensions of Culture theory was utilized to uncover the dynamics of working on a peacekeeping mission, where, on average, there are officers serving from twenty-three countries. Situational leadership theory is commonly used in military contexts, including peacekeeping. Complexity leadership theory recognizes the fact that missions are often chaotic, unpredictable, complex environments with inter-actor agencies. Peacekeeping missions deal with ambiguity, while leaders are called upon to make decisions, often with gaps in vital intelligence. Data from officer interviews was organized under four main themes: (1) upholding standards of training, (2) multiple, diverse command and control practices, (3) a mission is a cultural exchange, and (4) journey from conflict to peace. This article covers the third theme on cultural practices and leadership. Officers related their experiences working with personnel from multiple countries and in an unfamiliar culture, often under adverse and inhospitable conditions. The role of UN peacekeepers has shifted from militaries in the global north to those in the global south. This demographic has rarely been heard from, and this study gives voice to the military personnel currently working in this sector. Hearing from these officers will help the international community to better serve the needs of this emerging community, the countries they represent, their respective militaries, and their families.