Burnout in top management

This book answers the research question of how dealing with burnout cases in top management affects the employer branding of future employees. The research question was divided into three hypotheses, which addressed the effects of burnout on employer branding, the attribution of burnout causes, and the application decisions of potential young employees. Within the research framework, a survey was conducted as a quantitative analysis with 350 students. The first hypothesis examined whether an offensive communication strategy has a more positive impact on employer branding than a defensive one. The second hypothesis addressed whether an offensive communication strategy has a negative impact on the employer branding of the company due to the respondents' attribution to organisational rather than personal causes of a top manager. The third hypothesis investigated the influence of a top manager's offensively communicated burnout on the application decisions of potential future employees.

Autorentext

Anna G. Leuenberger graduated from the University of St. Gallen (HSG) with a degree in business administration. She is currently studying for a master's degree in business management at the HSG and is also studying law as a second degree. As part of her bachelor's thesis, she was able to pursue her passion for writing and conduct research on burnout in top management.