Sind Spitzensportler:innen die besseren Führungskräfte?

Against the backdrop of demographic change and the resulting shortage of qualified young talent, the question of what makes a good manager is pervasive. What skills do top performers need? The author focuses on the group of top athletes and asks whether the skills acquired during an athlete's career are useful for the tasks and challenges of a manager. A qualitative analysis examines the extent to which companies can benefit from athletes' key competencies and shows how athletes and companies can use each other's strengths to successfully manage change in the labour market.