Loneliness - a part of the role as a CEO. A qualitative study comparing causes of CEO loneliness in startups and established firms

Sammanfattning: Through a qualitative study, this thesis aims to explore how the causes of CEO loneliness differ between startups and established firms. The study is based on a sample of 10 individuals who have experienced the CEO role in both contexts. The Job Demands-Resources model is used to understand which job demands and job resources are present in a work environment. As a result of the presence or absence of certain job demands and resources, the Self-Determination Theory is used to explain the mechanisms why loneliness arises in one firm type but not the other. The findings demonstrate that CEOs in established firms experience loneliness when managing external board members and owners, as well as being involved in complex decision-making processes with high-stake consequences. Loneliness in startups rather concerns the inability to delegate tasks and the absence of support mechanisms both during and after decision-making processes. This study deepens the current understanding of CEO loneliness as it extends beyond general causes of loneliness and instead identifies context-specific situations where CEO loneliness arises. Business leaders may thus be better equipped to address loneliness and to promote well-being and success in their role, and individuals aspiring to become a CEO will be more aware of the specific challenges of the role seen from a loneliness perspective.