CEOs’ Perceptions of Loneliness in the Workplace: An Exploratory Study

Loneliness among CEOs is a topic that draws the attention of leadership experts, as it was suggested that it’s a less explored topic in leadership studies (Wright et al., 2023). The popular phrase “it’s lonely at the top” suggests that top managers frequently experience loneliness in their roles. Not having someone close to confide in is a challenge for many leaders at work (George, 2015). CEO loneliness can have negative effects both individually (e.g., health, well-being and stress) and organizationally (e.g., commitment, employee perceptions of the CEO and turnover) (Wright et al., 2023; Chen et al., 2021). The aim of this study was therefore to explore how CEOs perceived and experienced workplace loneliness; more specifically, we sought to identify what types of loneliness they encounter most often, what situations may trigger workplace loneliness, and how CEOs cope with loneliness in the workplace, in Norwegian organizational settings. Based on empirical results from 14 in-depth qualitative interviews with CEOs of small and medium-sized companies, it appeared they had experienced state loneliness at work and that none of them had reported trait loneliness. State loneliness often arose in situations such as confidentiality cases, decision-making processes and change management processes. Due to the nature of the CEO role, our participants stated that they often accepted the loneliness in the workplace as part of their role, which might suggest a potential coping strategy that they utilize. Other coping strategies that were found include disconnection techniques and the use of their support networks. Addressing this topic adds value to empirical research on leadership by raising awareness of the challenges of loneliness that business leaders in positions of power, specifically CEOs in a Norwegian cultural context, face in the workplace when performing their duties. It provides insight into the types of loneliness experienced, the situations that can trigger CEO loneliness, and how loneliness in the workplace can be addressed and mitigated.

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Publication Details

Journal
Proceedings of the ... European conference on management, leadership and governance
Published
2024-11-13
DOI
https://doi.org/10.34190/ecmlg.20.1.3009
Citations
1
Primary Topic
Job Satisfaction and Organizational Behavior
Type
article
Field-Weighted Citation Impact
1.29
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article

CEOs’ Perceptions of Loneliness in the Workplace: An Exploratory Study

D.A. Casoinic, Emilie Tingstad, Thea Skarbo Hegge
1 citations
Proceedings of the ... European conference on management, leadership and governance
Job Satisfaction and Organizational Behavior
1.29
article

CEOs’ Perceptions of Loneliness in the Workplace: An Exploratory Study

D.A. Casoinic, Emilie Tingstad, Thea Skarbo Hegge
article en
1 citations

Abstract

Loneliness among CEOs is a topic that draws the attention of leadership experts, as it was suggested that it’s a less explored topic in leadership studies (Wright et al., 2023). The popular phrase “it’s lonely at the top” suggests that top managers frequently experience loneliness in their roles. Not having someone close to confide in is a challenge for many leaders at work (George, 2015). CEO loneliness can have negative effects both individually (e.g., health, well-being and stress) and organizationally (e.g., commitment, employee perceptions of the CEO and turnover) (Wright et al., 2023; Chen et al., 2021). The aim of this study was therefore to explore how CEOs perceived and experienced workplace loneliness; more specifically, we sought to identify what types of loneliness they encounter most often, what situations may trigger workplace loneliness, and how CEOs cope with loneliness in the workplace, in Norwegian organizational settings. Based on empirical results from 14 in-depth qualitative interviews with CEOs of small and medium-sized companies, it appeared they had experienced state loneliness at work and that none of them had reported trait loneliness. State loneliness often arose in situations such as confidentiality cases, decision-making processes and change management processes. Due to the nature of the CEO role, our participants stated that they often accepted the loneliness in the workplace as part of their role, which might suggest a potential coping strategy that they utilize. Other coping strategies that were found include disconnection techniques and the use of their support networks. Addressing this topic adds value to empirical research on leadership by raising awareness of the challenges of loneliness that business leaders in positions of power, specifically CEOs in a Norwegian cultural context, face in the workplace when performing their duties. It provides insight into the types of loneliness experienced, the situations that can trigger CEO loneliness, and how loneliness in the workplace can be addressed and mitigated.

Proceedings of the ... European conference on management, leadership and governanceVol. 20(1)
Norwegian University of Science and Technology (NO), NTNU Samfunnsforskning (NO)
Peace, Justice and strong institutions
Openalex Percentile: Top 16%
Job Satisfaction and Organizational Behavior
1.29
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