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

Authors

DOI:

https://doi.org/10.34190/ecmlg.20.1.3009

Keywords:

loneliness in the workplace, CEOs, state loneliness, coping strategies, exploratory study

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. 

Author Biographies

Emilie Tingstad, Norwegian University of Science and Technology

Emilie Tingstad works as a Technology Strategy Analyst at Accenture and has experience as a leader within the fundraising sector. She has previously completed a MSc in Economics and Business Administration from NTNU Business School. Through her degree, she has taken an interest in leadership, strategy, organizational psychology and technology.

Thea Skarbo Hegge, Norwegian University of Science and Technology

Thea Skarbo Hegge works as a strategy consultant at PwC Norway. She holds a MSc in economics and business administration from NTNU Business School, specializing in strategy, organization, and leadership. This article is her first publication and is based on her master's thesis, which focused on loneliness in leadership.

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Published

2024-11-13