Abstract
Military research has often focused on adverse psychological outcomes, especially post‐traumatic stress; however, understanding positive transformations that occur after deployment has become increasingly important. This thesis examines “post‐deployment growth”—a broader framework than traditional post‐traumatic growth—to encompass the wide range of stressors and meaningful experiences service members encounter, whether or not they are overtly traumatic. Quantitative analyses drew on data from 939 New Zealand Defence Force (NZDF) personnel who completed a post-deployment questionnaire between 2019 and 2023. Results showed that demographic (e.g., gender, age, ethnicity), structural (e.g., rank, service branch), deployment (e.g., combat and non‐combat stressors), and socioemotional (e.g., morale, psychological distress) factors all significantly predicted the likelihood and magnitude of post‐deployment growth. Notably, Māori personnel consistently reported higher post‐deployment growth than their Pākehā counterparts, suggesting that cultural frameworks emphasising collective support and spirituality may foster greater growth.
A complementary qualitative component analysed the free-text responses of 116 participants who described their “major positive experience” while deployed. Thematic analysis identified four key domains—interpersonal relationships, professional/personal development, training foreign militaries, and cultural experiences—and revealed distinct patterns linked to ethnicity and reported growth levels. Māori participants more frequently highlighted mentorship and communal responsibilities, whereas Pākehā participants tended to emphasise larger-scale professional or multinational contexts. High‐growth respondents also provided richer, more reflective narratives spanning multiple domains.
Overall, the findings underscore that service members can develop profoundly in various ways—be it through high‐intensity operations or sub-traumatic, yet demanding, deployments. Morale and cultural frameworks emerged as consistently important factors, illustrating that a supportive, team‐oriented environment can transform routine challenges into opportunities for personal transformation. By integrating these insights into leadership training, post‐deployment support, and culturally responsive initiatives, the NZDF may further enhance the resilience and development of its personnel.