Stress i ejerledelse: Når rollen kræver mere end mennesket kan bære

Abstract

Stress in leadership is a growing concern, and while research has begun to acknowledge this, owner-managers remain a largely overlooked group. This thesis addresses that gap by exploring how Danish owner-managers understand, experience, and manage stress. It further investigates why they experience stress, focusing on the role of self-awareness, resilience, and shame. The aim of the study is to provide a nuanced understanding of how stress arises and unfolds in the owner-manager role, and to identify effective strategies and practical solutions for stress management in this specific leadership context. The study adopts a qualitative multi-case study design based on in-depth interviews with three Danish owner-managers. Additionally, two experts were interviewed to provide broader perspectives and contribute to a comprehensive understanding of the phenomenon. The findings reveal that the owner-managers agree that stress arises from a perceived imbalance between demands and resources. However, their definitions vary in scope which influences whether they recognize having experienced it themselves. Among those who experienced stress the symptoms and coping-strategies also varied. The participants largely agree that changing generational expectations and emotional labor requirements impose significant pressures on their role. Self-awareness and resilience are shown to be crucial for the ability to manage stress, while the lack of these resources can make owner-managers more susceptible to it. Shame can amplify stress by reinforcing silence and self-imposed pressure, especially when owner-managers feel inadequate or alone in their role. The study further finds that stress in owner-management is most effectively addressed through a combination of internal personal development and external support structures. Internal strategies include working on self-awareness, prioritization, and addressing shame and vulnerability. External strategies may involve establishing a professional board and seeking professional guidance. The findings offer new perspectives on how owner-managers can address and prevent stress, while also identifying patterns that may be relevant for broader investigations to assess the generalizability of these insights and explore differences between owner-managers and other leadership roles.