Dr. Arend Oetker Chair of Business Psychology and Leadership

Prof. Dr. Timo Meynhardt


Dr. Arend Oetker Chair of Business Psychology and Leadership


Dr. Arend Oetker

Academic Group at HHL

Strategy, Leadership and International Management


Prof. Dr. Timo Meynhardt


Human Resource Management
Leadership Experience
Learning from a Classic: Peter Drucker
Leipzig Leadership Model
Organizational Behavior

Research Areas

Leadership and management
Public value management
Value creation for the common good
Competency diagnostics
Competency management
Self-organization and management


Bundesagentur für Arbeit
Center for Leadership and Values in Society, University of St. Gallen
Drucker School of Management
Ernst & Young GmbH Wirtschaftsprüfungsgesellschaft
FC Bayern Munich
Hochschule Fresenius, University of Applied Sciences
IF International Forum Design GmbH
LEAD | Mercator Capacity Building Center for Leadership & Advocacy
Leuphana University of Lüneburg
Peter Drucker Society Europe
RB Leipzig
Sociological Institute, University of Zürich
Urton Music




Responsible and sustainable leadership has always been important. The psychological component has become increasingly relevant in light of the challenges of current economic developments as well as changing political and societal framework conditions. (Dr. Arend Oetker, chair donor)

The Dr. Arend Oetker Chair of Business Psychology and Leadership focuses its research and teaching on state-of-the-art management practices and current issues in business psychology. Our main topics are Public Value Management (Gemeinwohl), Leadership & Management as well as Competency Diagnostics & Management. The HHL Coaching Program for students is based on our HHL competency profile.  Our work builds on holistic thinking in the tradition of Wilhelm Wundt, founder of psychology and former teacher at Leipzig commercial college and Peter Drucker, father of modern management.

Now, more than ever, managers are supposed to socially legitimize corporate decisions. Innovation and growth require an environment of trust and appreciation. In this respect, we analyze social-psychological conditions and develop new approaches to personnel and business management.

The chair’s public value research is dedicated to the question of how an organization contributes to society with its core business and how this knowledge can play a role in corporate decision making. Today, management tools, such as the Public Value Scorecard© are applied in various organizations to account for their social value and to deduct strategic alternatives. A core project in public value research is the Public Value Atlas (GemeinwohlAtlas) which, for the first time, measures the societal contribution of best known companies and public administrations.

To enhance transfer of knowledge, we are in active dialogue with top researchers and research institutions as well as with practice partners from industry and management consultancies.  

About Dr. Arend Oetker

Dr. Arend Oetker, born in 1939, is a great-grandson of August Oetker, a German food manufacturer from the city of Bielefeld. After studying Business Administration and Political Sciences, he earned his doctorate from the University of Cologne in 1967. Oetker is majority shareholder and Honorary Chairman of the Board of Directors of the Hero AG nutrition company with its core business in baby food and jam under the brand name of Schwartau, Vice-Chairman and major shareholder of KWS Saat AG as well as Chairman of Supervisory Board of Cognos AG. He serves as Managing Partner of Dr. Arend Oetker Holding which pools several other companies. In addition to his entrepreneurial activities, Oetker is also a committed member of several associations and organizations. He serves, for instance, as President of the German Council on Foreign Relations, Honorary Member of the Board of BDI – Federation of German Industries as well as Member of the Board of the Confederation of German Employers' Associations (BDA). As a lover of music and contemporary art, Oetker is a committed sponsor in these fields, holding a number of mandates. In 2007, he was awarded the Commander's Cross of the Order of Merit of the Federal Republic of Germany. Oetker is married and has five children.

FAZ Interview: Prof. Dr. Timo Meynhardt and Dr. Arend Oetker (in German)


Our teaching program provides students with scientifically-based as well as practice-oriented knowledge and methods. We focus on integrated concepts of problem definition and solution.

Leipzig Leadership Model

The course provides both profound knowledge of the Leipzig Leadership Model (LLM) dimensions and an indebt discussion of the potentials and areas of tension implied. What is the model’s inherent (new) message against the background of previous schools of thought on leadership research and practice?  What is its meta-logic? Why does the LLM put so much emphasis on “value contribution” for the individual, organization and society? Students are also encouraged to self-reflect upon their personal leadership style, to develop a rich understanding of their individual leadership competencies and to build a compelling vision of their future leadership role. The overall aim is to equip students with an advanced level of up-to-date leadership knowledge while addressing the LLM’s guiding questions such as Why? (Purpose), What? (Effectiveness) and How? (Entrepreneurial Spirit). Students start to develop a reliable compass to navigate in rather uncertain contemporary business and workplace environments.

As part of the last LLM course, students got the opportunity to reflect on the Leipzig Leadership Model in a short video, written and produced by themselves. Enjoy the results:

Video 1: What makes a good leader
Video 2: Leipzig Leadership Model
Video 3: LLM Group 3

Human Resource Management

Many organizations do claim that people are their most important asset. But what does this mean in today’s corporate world? At their workplaces people are both a means to achieve corporate goals and individuals with unique characteristics and a need for personal development and growth. So the crucial question is:  How this job-specific situation can be addressed and managed in an effective and professional manner? Are there evidence-based ideas that allow to increase productivity and personal satisfaction at the same time? This course discusses concepts and practical tools for an effective human resource management.

Leadership Experience

Leaders are increasingly faced by problems of high intrinsic complexity. This is due to a number of factors such as fast innovation cycles and technological progress, interdependencies within and across organizations, regulatory uncertainty, intercultural communication difficulties or the individualization and fragmentation of societies and markets. The course examines different approaches to leadership in the face of growing complexity and uncertainty.

Learning from a classic: Peter Drucker

(doctoral student course in cooperation with the Catholic University of Eichstätt-Ingolstadt)

Peter Drucker (1909- 2005) ranks among most influential management thinkers and is referred to as father of modern management. He was the first to outline basic principles of what is today considered up-to-date management knowledge. To this day, CEO’s around the globe follow his lead and his insights are continuingly popular in day-to-day-business. Even at an advanced age, he was incredibly productive. In 1997, not long before his 90th birthday, Forbes magazine praised him as «Still the YOUNGEST MIND». The course focuses selected basic research of his comprehensive works (38 books):  Which are his normative points of departure? What characterizes his style of writing? Why does he vehemently challenge business ethics of his time?  

Organizational Behavior

The course looks into psychological phenomena in organizations. What constitutes our personality? How do people behave in groups? What factors cause changes in behavior? Apart from the individual and the group level, the behavior of an organization towards its social environment is examined and discussed on the ground of the Public Value approach.

The course presents psychological and sociological theories and concepts from a management and leadership perspective. A tool for assessing individual competencies allows students to determine their own competency level and to set themselves personal development objectives.


The research areas of the Dr. Arend Oetker Chair of Business Psychology and Leadership are


  • Leadership and management
  • Public value management
  • Value creation for the common good
  • Competency diagnostics
  • Competency management
  • Self-organization and management




Dr. Arend Oetker Center for Business Psychology and Leadership

The Dr. Arend Oetker Center for Business Psychology and Leadership was established in 2016. Its inception goes hand in hand with the establishment of the respective Chair of Business Psychology and Leadership at HHL. Chairholder Prof. Dr. Timo Meynhardt and Prof. Dr. Fabian Christandl from the Hochschule Fresenius University of Applied Sciences serve as the center’s academic directors. 

The center activities focus on how organizations impact both society as well as individuals. Based upon the notion of “public value” we investigate how the relationship between individuals and the organization they interact with is shaped and formed. Among others, key research questions are: How does an organization’s public value moderate the relationship between transformational leadership and work engagement? How does public value drive consumer behavior? Which mechanism explains the implementation of strength-based leadership programs (competency management)?

Prof. Dr. Timo Meynhardt and Prof. Dr. Fabian Christandl on the Center's Vision

The Academic Directors of the Center for Business Psychology and Leadership are

Timo Meynhardt on the center’s vision: “It is an ideal constellation between the Hochschule Fresenius and HHL to work together on most relevant management challenges in a rigorous way. At least in our field it is often a false dichotomy to distinguish between rigor and relevance in research. We want to demonstrate that good research bears the potential to have an impact in practice.

Fabian Christandl: „The center represents the interface between HHL and Hochschule Fresenius. Our intra- and interdisciplinary approach aims at developing answers for leaders and managers from today and tomorrow. In doing so, we integrate the psychology and business competencies of our universities in order to work on research projects, which bear a high relevance both from an academic and applied perspective."

Current research projects revolve around competency management in large corporations and the relationship of leadership and public value creation.

Doctoral Project of Anna Bänfer: Measuring the Success of a Competence Management

In recent years, corporations are facing management challenges to keep up with a competitive environment while maintaining the business‘s bottom line deliverables. Many leading companies are linking work-force skills development to outcomes and implementing competency management systems to satisfy the increasing demands on employees as well as the enterprise itself. However, competence management, its implementation as well as its success and value are difficult to measure. They require assessment, e.g. of employee progress, its relationship to company progress as well as the management environment.

In her research project, Anna Bänfer looks at companies with a competence management system in place and compares it using a multiple case study design. The goal is to determine whether the implementation of a competence management has a positive effect on the company’s success. The project includes qualitative interviews to examine whether the implementation of a competence management has negative impacts on processes or business segments.

Doctoral Project of Julian Brands: Public Value and Leadership

The question regarding the right guiding principles for the management of corporations has been discussed controversially. Especially within the last years it is more and more evident that companies need to actively consider their external environment to act successfully and sustainably. Therefore it seems crucial for companies to reflect their social context and incorporate the values and attitudes of the relevant stakeholders (such as customers, investors and employees) in their decision-making process. Considering this, the concept of public value captures more and more attention of corporations and their management. As the public value contribution becomes a relevant indicator for company’s success, the question arises which type of leadership will contribute to an increased public value.

In his dissertation Julian Brands aims to connect the concepts of public value and (transformational) leadership. The guiding target of the dissertation is to investigate the relation between the performed leadership within an organization and the public value perceived by the employees. This question will be discussed with regard to different contexts and target groups.


Prof. Dr. Timo Meynhardt
T +49 341 9851-715
F +49 341 9851-713
Christina Stockmann-Zipfel
Team Assistant
T +49 341 9851-714
F +49 341 9851-713
Anne Bäro, M.Sc.
Research Associate
T +49 341 9851-716
F +49 341 9851-713
Eduard Frantz, M.A.
Research Associate
T +49 341 9851-716
Anna Jasinenko, M.Sc.
Research Associate
T +49 341 9851-717
F +49 341 9851-713
Dipl.-Psych. Stefan Anderer
Research Fellow
T +49 341 9851-817
F +49 341 9851-888 820
Accounting and Auditing
Corporate Responsibility and Governance

Accreditation & Rankings

Among the leading EMBA
programs worldwide

Top 5 in Germany

Most International University
in Germany

#1 for Entrepreneurship
in Germany