The doctoral degree for those in leadership roles.
Those in leadership roles no longer need to prove themselves. That is precisely why a doctoral degree has a different impact in this position than it does at the start of a career.
In leadership roles, a doctoral degree is seen less as a stepping stone and more as evidence of specialist depth: in client engagements, supervisory board positions, expert reports, association work and in an international context. The effort involved is the same as for everyone else, but time is even more of a constraint. Choosing topics from your own area of responsibility is the most realistic approach.
Where the difference lies
At the start of a career, a PhD opens doors. In leadership roles, it validates what you are already doing and shifts the perception from experience to demonstrable expertise. This matters most where third parties make decisions about you without knowing you.
Typical situations: board mandates and advisory roles, selection processes for supervisory bodies, expert reports and expert witness roles, engagements with politicians and associations, international positions, and teaching posts.
Which topics are worthwhile
Take the question that continues to preoccupy you in your role and which the literature has not yet answered satisfactorily. Such a question gives rise to a thesis that will still hold up even after the third year, once the initial enthusiasm has faded.
Generalisation is key: the topic is not the problem specific to your field, but the question underlying it. And clarify at an early stage what your institution is permitted to publish. Without this authorisation, even the best topic cannot be pursued.
How the thesis fits into your schedule
Reliable blocks of time trump spontaneous evenings. What’s in the calendar survives the day-to-day grind; everything else doesn’t.
Anyone who takes on extra work over the years must hand things over elsewhere. That is a management decision, not a question of discipline.
Letting your line manager, team and family know what’s coming costs nothing and prevents conflicts during tough times.
Most people plan a continuous period for data collection and analysis, either during holidays or by temporarily reducing their workload.
When it’s not the right time
If a change of role, a reorganisation or a restructuring is due to take place within the next one to two years, it is a poor time to start. A project that falls into a period of upheaval in its first year rarely survives it, and abandoning it costs more than starting later.
The same applies if the sole motivation is a short-term career leap. In such cases, a PhD comes too late. In that scenario, academic publications, a teaching post or a specialised qualification are the quicker routes – and we make that clear.
Frequently asked questions.
Is it realistic to pursue a PhD whilst in a management role?+
Yes, if you can secure fixed blocks of time over several years and delegate other responsibilities. Without both, it will be difficult.
Does the title still carry any weight in my position?+
Particularly in situations where third parties make decisions about you without knowing you: appointments, committees, expert reports, international roles.
Can I conduct research on my own company?+
Yes, provided you have written authorisation for data use and publication, and your research question extends beyond the specific case in question.
What if I haven’t done any academic work for a long time?+
That’s the norm and can be resolved. Treat the first phase as a settling-in period rather than skipping it.
How do I explain the project within the company?+
As a way to deepen your professional expertise with tangible benefits. In many organisations, this leads to support in the form of time rather than money.
What is the most common mistake in this group?+
Basing the timetable on an ideal scenario rather than reality. The initial stress of the project determines whether a plan will hold up.
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