This program equips you to understand human behavior in organizations and lead change effectively. It combines business psychology, leadership, change management, and human-AI interaction with evidence-based methods and people analytics – so you can drive transformations that are practical, data-informed, and human‑centered.
Business Psychology & Leadership
Master's degree program
Overview
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Qualification Level:
Stufe 2, Master -
Price:
Euro 363,36* (excl. Student Union-fees) each semester -
Academic Degree:
Master of Arts in Business (MA) -
Academic Program:
Part-time -
Language:
78 % German, 22 % English -
Remote Options:
E-Learning max. 50 % online -
Exchange Semester:
Supervised one-week study trip in the 4th semester** -
Admission Requirements:
General study requirements -
Study Places per Year:
20
Program Description
The Master’s in Business Psychology & Leadership at HOK prepares you for the challenges of a rapidly changing world of work. It integrates psychological, economic, and organizational perspectives with modern leadership and digital competencies to prepare you for demanding specialist, leadership, and consulting roles.
The program focuses on understanding human behavior in organizations, markets, and change processes, as well as on developing and implementing effective leadership and transformation strategies. Students build competencies in business psychology, leadership, coaching, people analytics, and human‑AI interaction, complemented by solid research methods and strong practical transfer. This interdisciplinary approach equips graduates to guide people and organizations through change in an evidence‑based, data‑informed, and human‑centered way.
Study Focus
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45 %
Business Psychology & Decision‑Making
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22 %
Leadership, Coaching & Organizational Development
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25 %
Practice Transfer & Master’s Thesis
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5 %
Research Methods & Analyticss
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3 %
Internationalization (Study Trip)
What You Will Learn
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Understand and analyze human behavior in organizations, markets, and change processes
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Lead teams and organizational development effectively
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Professionally facilitate transformation and change initiatives
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Make evidence‑based decisions using empirical methods and people analytics
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Design digital technologies and AI‑enabled work environments with a human‑centered lens (human‑AI interaction)
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Apply coaching and consulting competencies to leadership tasks
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Analyze consumer and user behavior with psychological rigor and apply it in brand management
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Transfer scientific insights into professional practice
Popular Occupational Fields
- HR/People & Leadership Development
- Organizational Development
- Management Consulting
- Change & Project Management
- Business Development
- Innovation Management
Career Opportunities
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Growing demand for empathy and analytical thinking
Deloitte studies and the Millennium Project’s Delphi study forecast rising demand for exactly these competencies in the future of work
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Pivotal role at the human–technology interface
in an increasingly automated world, employers seek professionals who connect technological progress with human needs
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22% English‑taught content
targeted preparation for international leadership and consulting contexts
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120 ECTS over 4 semesters
a compact, part‑time Master’s‑level qualification
The path to the Master's degree
The Master’s degree in Business Psychology & Leadership provides deep insights into human behavior, leadership, and organizational transformation. With a strong focus on business psychology, leadership, and human‑AI interaction, the program prepares you for leadership, consulting, and expert roles. Foundational psychological, methodological, and leadership competencies are built in the first two semesters and deepened in the third semester (including coaching, crisis psychology, human‑AI interaction), before the fourth semester culminates in the study trip, advanced research, and the Master’s thesis.
Special features:
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Specialization in Business Psychology & Human‑AI Interaction
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International study trip in the 4th semester
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Up to 22% of courses taught in English
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Up to 50% online delivery for maximum flexibility alongside work
Recognition of Prior Learning
Students have the option to receive credit for skills and competencies they have already acquired before the start of each semester.
To apply for credit, they must submit a request directly to the Director of Studies.
Director of Studies
Prof. (FH) DDr. Mario Situm, MBA
Director of Studies Bachelor Leadership & Business Management, Business Psychology & Management | Master Business Psychology & Leadership, Corporate Transformation Management
Curriculum
Course
Semester
ECTS
• Fundamentals of Management & Organization (companies as systems; functions & perspectives of management)
• Strategic Thinking (environmental analysis; competition; basic strategy concepts; introduction to business models)
• Organization & Structures (organizational design; processes; agile vs. traditional organizational forms)
• Human Resources & Leadership (motivation; decision-making behavior; group processes; key leadership theories)
• Leadership Perspectives (transformational, situational, digital; leadership in change processes)
• Fundamentals of Human Resource Management (recruitment, development, performance management)
• Digitalization & Management (digital business models; new work; impact on leadership and organization)
• Management Accounting & Decision Foundations (key performance indicators; goal systems; evidence-based decision-making)
• Interface with Business Psychology (behavior in organizations; perception, motivation & culture)
• Practice & Transfer (case studies; application to real business situations)
Course
Semester
ECTS
• Introduction & Foundations (Big Data: 4Vs; overview of data science; data types; role of data in organizations)
• Data & Data Sources (structured vs. unstructured data; data quality; data integration; data preprocessing)
• Big Data Architectures (databases: relational vs. NoSQL; data warehouse vs. data lake; basic system architectures)
• Data Management & Processing (ETL/ELT; batch vs. stream processing; distributed systems; scalability – core principles)
• Data Analysis & Exploration (descriptive statistics; visualization; exploratory data analysis; data preparation in selected tools)
• Statistical Inference (sampling; uncertainty; estimation; missing data; bias and validity)
• Regression Models (linear and multiple regression; model assumptions; interpretation; model fit)
• Model Evaluation & Validation (train/test split; cross-validation; overfitting; generalizability)
• Advanced Models (logistic regression; classification; basic machine learning methods: trees, random forests)
• Text & Data Analysis (basics of NLP; simple text analysis; feature engineering)
• Communication & Visualization (presentation of results; storytelling with data; audience-oriented visualization)
This course marks the beginning of the accompanying process for writing the master’s thesis. Students are encouraged to identify a relevant research topic early on and are guided through a structured process.
• Introduction & Academic Writing (scientific thinking; development of research questions & hypotheses; linking theory and empirical research)
• Research Designs (qualitative, correlational, and experimental designs; quality criteria; internal/external validity, etc.)
• Variables & Measurement (operationalization; scales; questionnaire design; measurement error)
• Sampling & Data Collection (sampling methods; bias; data collection techniques)
• Development of a Research Proposal (literature review; hypothesis development; study design; choice of methods)
• Research Ethics (ethics applications; data protection; informed consent; ethical risks in psychological research)
• Preparation of the Master’s Thesis (proposal/exposé; study design; planning of data collection)
This course continues the accompanying process of preparing the master’s thesis. Students are expected to present initial results from their research process.
• Data Analysis & Interpretation (descriptive and inferential statistical analyses; data preparation; initial results)
• Results from Empirical Studies (experimental designs; questionnaire studies; validation of instruments)
• Scientific Argumentation (interpretation; limitations; positioning within the research landscape)
• Literature Review & Theory Development (systematic review; linking theory and empirical research)
• Scientific Presentation (conference formats; storytelling; visualization of results)
• Discussion & Defense (handling criticism; argumentation; reflection on one’s own research)
• Preparation for Graduation (structure of the thesis; presentation; examination setting)
The master’s thesis represents the final component of the program and involves the independent investigation of a scientific research question in the field of business psychology or leadership. The focus lies on the development, theoretical grounding, and empirical or conceptual exploration of a relevant research topic. Students deepen their ability to analyze complex problems, systematically review the current state of research, and derive precise research questions and hypotheses.
A key component is the planning and execution of a scientifically sound research design, which may include both qualitative and quantitative methods. This involves selecting appropriate data collection instruments, conducting data collection, and performing methodologically sound analysis and interpretation of the results. At the same time, students critically reflect on their own approach as well as the limitations of the study.
In addition, students learn how to present scientific content in a structured manner, build arguments based on theoretical and empirical evidence, and position their findings within the existing research context. The thesis follows academic standards and takes into account ethical guidelines as well as principles of good scientific practice.
The master’s thesis colloquium accompanies students throughout the entire research and writing process of their master’s thesis. The focus lies on the continuous reflection and further development of their own academic work through exchange with instructors and fellow students. Students regularly present the progress of their work—including research questions, theoretical foundation, methodological approach, and initial results—and receive structured feedback on the content, methodology, and argumentative quality.
A key component of the colloquium is the in-depth engagement with challenges in the research process, such as refining research questions, developing a consistent research design, selecting appropriate methods, and interpreting empirical findings. In addition, aspects of academic writing, logical argumentation, and the structuring of complex content are discussed and further developed.
The colloquium also serves as preparation for the oral defense of the master’s thesis. Students practice presenting their research in an academic context, learn how to handle critical questions, and develop their ability to communicate their findings clearly and convincingly. Furthermore, peer exchange fosters the ability to critically analyze the work of others and provide constructive feedback.
Course
Semester
ECTS
• Fundamentals of Psychology (subject matter, subdisciplines; scientific thinking; key paradigms)
• Cognitive processes (perception; attention; memory; learning; problem-solving and decision-making; structure and capacity limits of working memory; cognitive biases and heuristics in decision-making processes)
• Emotion & motivation (foundations of emotional processes; motivation models; influence on behavior and performance; emotions as constructive and context-dependent processes)
• Social-psychological foundations (social perception; norms; conformity; interaction and social influence; the impact of cognitive and emotional processes on social judgments and behavior)
• Differential psychology (personality; abilities; individual differences in behavior; differences in cognitive processing and decision-making strategies)
• Developmental Psychology (lifespan perspective; development of cognition, emotion, and behavior)
• Biological & neuroscientific foundations (brain, behavior, and mental processes—overview; conscious and unconscious information processing; the brain as a predictive system for reducing uncertainty)
• Health & clinical perspectives (health and illness; stress; basic models of disorders; the relationship between cognitive load, emotion, and stress)
• Psychological Assessment (basics of measurement; testing methods; quality criteria)
• Research methods (empirical research process; quantitative foundations; interpretation of results; the importance of meta-analyses and theory-driven model testing)
• Fundamentals of Business Psychology (subject matter, development, distinction from economics & psychology; characteristics of economic behavior)
• Models of Human Nature & Rationality (assumptions of rationality; bounded rationality; heuristics & decision anomalies)
• Core theories (motivation, cognition, learning, emotion, interaction; social-psychological and economic approaches: Self-Determination Theory; Job Demands–Resources model; modern approaches to work design)
• Overview of methods (empirical research; surveys, experiments, observation; fundamentals of measurement; the importance of meta-analyses and evidence-based research)
• Individual Level (perception, attitudes, decisions, personality, motivation)
• Interpersonal level (group processes; communication; cooperation and conflict; power and leadership; team processes and their impact on effectiveness and performance; psychological safety)
• Organizational level (organization, culture, and change; job satisfaction; motivation; leadership, work design, and organizational conditions; the impact of digitalization and new forms of work)
• Market & Consumer Psychology (consumer behavior; decision processes; advertising; price perception; branding)
• Macro perspective (value change; work and unemployment; money and financial behavior; uncertainty; societal transformation; and future worlds of work)
• Fields of Application (HR, marketing, organization, consulting, consumer contexts)
• Introduction and Foundations of Sustainable Development as a socio-ecological issue and in a business context (efficiency–consistency–sufficiency, CSR, governance)
• Key Theories and Models from environmental psychology and CSR (motivation, norms, habits, decision-making and cognitive theories, stakeholder vs. shareholder approaches)
• Psychological and Social Concepts at the individual level (values, emotions, motivation, identity, self-efficacy) and collective level (norms, group processes, participation), and their relevance for companies and stakeholders
• Resources and Well-being in the context of sustainable behavior (mindfulness, meaning, life satisfaction, resilience)
• Cognitive Processes and Behavior (biases, dual processes, perception of environmental problems)
• Behavior Change and Interventions (nudging, choice architecture, habit formation) and application in organizational contexts (CSR strategies, integration, business case)
• Sustainable Lifestyles and Transformation (health, individual vs. collective action, systemic change) in interaction with global challenges and globalization
• Governance, Reporting and Sustainable Finance (ESG, SRI, evaluation) as well as stakeholder management (engagement, conflicts, legitimacy)
• Criticism and Future Perspectives (greenwashing, trade-offs, sustainable business models)
• Introduction & Foundations (organizational behavior as an interdisciplinary field; behavior in organizations; individual–group–organization; role of management & context)
• Individual Behavior (perception; attitudes; job satisfaction; emotions; personality; values; diversity & inclusion)
• Motivation & Performance (motivation theories; job design; incentive systems; justice; engagement)
• Decision & Behavior (individual and organizational decision-making; biases; creativity & innovation; ethical decisions)
• Groups & Teams (group processes; roles; norms; team dynamics; team performance; conflict)
• Communication (interpersonal communication; digital communication; cultural differences; barriers; the role of social interactions and communication patterns in team and organizational success)
• Leadership (leadership theories; leadership styles; power and influence; trust; modern leadership approaches; the relationship between leadership and psychological safety)
• Power, politics & negotiation (bases of power; organizational politics; influence strategies; conflict management; negotiations; the role of structure and work design in motivation, performance, and collaboration)
• Organizational Structures (structural forms; coordination; centralization vs. decentralization; organizational design)
• Organizational culture & change (culture models; learning; change management; organizational development; the role of culture in psychological safety, inclusion, and organizational learning)
• Work & well-being (stress; health; work–life balance; safety; productive vs. counterproductive behavior; interactions between demands and resources; the role of engagement and working conditions in health and performance)
Work & Well-being (stress; health; work-life balance; safety; productive vs. counterproductive behavior)
• Sustainable Organizations (linking organizational behavior and sustainability; responsible organizations; transformation)
• Foundations of personality (dispositions and dimensions; Big Five; individual differences in behavior, cognition, and emotion; horizontal and vertical personality development, including competence development vs. maturation; development of cognitive and behavioral complexity)
• Self-concept & self-esteem (self-reflection; identity; relevance for behavior, performance, and resilience)
• Stages of personality development (models of vertical development; increasing capacity for self-regulation, perspective-taking, and tolerance for ambiguity)
• Unconscious processes & internal dynamics (shadow aspects; emotional patterns; dealing with stress, overload, and regression)
• Personality development in an organizational context (links to leadership, decision-making, and dealing with complexity and change)
• Introduction & foundations (resilience: definitions; individual vs. organizational resilience; relevance in dynamic/VUCA contexts; resilience as a dynamic, process-oriented mechanism of adaptation and transformation under uncertainty)
• Theories & concepts (positive psychology; psychological capital; risk and protective factors; coping; stress models)
• Individual resilience (self-awareness; emotions; stress regulation; resource building; mental and physical factors)
• Neurobiological & health-related foundations (stress responses; strain and recovery; the relationship between mind and body; proactive coping strategies and the development of individual adaptive capacities)
• Resilience in the organizational context (resilient organizations; structures, culture, and processes; learning and adaptability)
• Leadership & resilience (resilience-promoting leadership; trust; sense-making; energy and emotion management; psychological safety; organizational adaptability)
• Teams & collaboration (team resilience; communication; conflict management; diversity; psychological safety)
• Interventions & coaching (resilience training; coaching approaches; individual and organizational measures)
• Measurement & diagnostics (resilience models; scales and instruments; individual, team, and organizational levels)
• Practice & application (crisis management; best practices; resilience in high-risk and change contexts)
• Introduction & Foundations (people management in a data-driven context; role of people analytics; business value & decision support)
• Data in Human Resource Management (data sources; data quality; HR metrics; integration and preparation of people data)
• Methods & Models (descriptive, diagnostic, and predictive analytics; statistical foundations; causality vs. correlation)
• People Analytics Process (problem definition; hypotheses; data analysis; interpretation; implementation and scaling)
• HR Controlling & Reporting (metrics systems; dashboards; visualization; data-driven decision-making)
• Fields of Application (recruiting; talent management; retention; performance management; workforce planning)
• Organization & Implementation (project management; roles and competencies; change management; integration into HR processes)
• Culture & Leadership (data-driven organization; feedback culture; acceptance of analytics; decision-making behavior)
• Ethics, Law & Data Protection (privacy; fairness; bias; transparency; regulatory requirements)
• Advanced Analytics in HR Contexts (predictive analytics; AI applications; text and network data; use cases)
• Introduction & Foundations (power, control, and influence in organizations; micropolitics as everyday practice; formal vs. informal structures)
• Theories & Perspectives (micro-, meso-, and macro-political approaches; resource dependence; neo-institutionalism; systemic and cultural perspectives)
• Sources of Power & Strategies (authority; resources; networks; information control; coalitions; Machiavellianism)
• Micropolitical Action (pursuit of interests; exchange relationships; strategic interaction; symbolic and informal practices)
• Organizational Structures & Ambiguity (ambiguity as a resource; formal rules vs. lived practice; bureaucracy and informal order)
• Control, Trust & Governance (control mechanisms; mistrust; self-organization; tension between autonomy and control)
• Career, Advancement & Inequality (promotion processes; networks; micropolitical dynamics; diversity and power)
• Conflict, Cooperation & Negotiation (types of conflict; negotiation processes; power in interactions)
• Culture, Norms & Social Order (organizational culture; norm conflicts; functional and dysfunctional effects of order/disorder)
• Change & Context (power in change processes; digitalization; globalization; new organizational forms)
• Introduction & Foundations (People & Culture as an evolution of HR; role in organizations; link to strategy, culture, and transformation)
• Digital Transformation & Work (New Work; VUCA/BANI; changing business models; role of HR as a driver of transformation)
• Organizational Culture & Values (culture models; purpose; values orientation; cultural governance and development)
• People Experience & Employee Lifecycle (employee experience; engagement; touchpoints along the employee lifecycle)
• Leadership & Collaboration (modern leadership approaches; trust; empowerment; agile and collaborative ways of working)
• Diversity & Inclusion (cultural differences; diversity, equity & inclusion; intercultural collaboration)
Learning & Skills (future skills; learning culture; competency development; learning analytics)
• Performance & Organization (new performance management systems; feedback; goal systems; alignment of strategy and people)
• Transformation & Change (change management; cultural transformation; People & Culture as a driver of organizational development)
• Technology & Future of Work (HR tech; AI; data-driven HR; impact on culture and leadership)
• Introduction & Foundations (neuroeconomics as an interdisciplinary field of economics, psychology, and neuroscience; decision models vs. actual behavior)
• Behavioral Economics (bounded rationality; heuristics & biases; social preferences; decisions under risk and uncertainty)
• Neuroscientific Foundations (brain structures; reward and emotion systems; neural processes of decision-making)
• Biological Influences (hormones; neurotransmitters; individual differences in decision-making behavior)
• Decisions in Context (emotions; time; social interaction; framing effects; environmental factors)
• Neuroeconomic Methods (experiments; behavioral data; basic neuroscientific measurement methods such as fMRI/EEG – conceptual)
• Applications (financial decisions; consumer behavior; neuromarketing; organizations and management)
• Integration & Interdisciplinary Approaches (linking behavior, brain, and economic models)
• Criticism & Limitations (methodological, theoretical, and ethical challenges of neuroeconomics)
• Foundations of Human–AI Interaction (interdisciplinarity; perception & trust; anthropomorphism; human–machine collaboration)
• Technological Foundations (AI/ML, generative AI; how they work, limitations, and bias)
• Forms of Interaction (verbal & nonverbal interaction; UX/UI; collaborative systems; human–AI teamwork)
• Emotion & Behavior (acceptance; trust; cognitive load; decision support through AI)
• Research Methods in HAI (experimental designs; usability testing; mixed methods; evaluation of AI systems)
• Digital Transformation (business models; organizational development; digital maturity; roadmaps)
• Organizational Perspective (capabilities; change management; leadership; cultural transformation)
• Fields of Application (HR, marketing, finance, production, logistics; AR/VR; blockchain; platform economy)
• Ethics & Governance (data protection; fairness; transparency; responsibility; AI governance)
• Lab & Practice (hands-on with AI tools; prototyping; analysis of real use cases; reflection on application experiences)
• Foundations of Consumer Psychology (S-O-R model; decision processes; implicit vs. explicit processing)
• Affective & Cognitive Processes (emotion, motivation, attention, memory, learning)
• Decision-Making Behavior (heuristics & biases; prospect theory; dual-process models; nudging)
• Perceptual & Judgment Biases (framing; anchoring; halo effect; availability; fluency; scarcity effects)
• Consumption in a Social Context (social influences; identity; culture; social norms; symbolic meaning of consumption)
• Brand Psychology (brand image, identity & personality; brands as mental networks & attitudes)
• Brand Management (positioning; brand architecture; brand strategies; customer experience)
• Communication & Advertising Effects (persuasion; design elements such as images, humor, emotion, music)
• Consumer Research (surveys; experiments; implicit measurement methods; application in marketing contexts)
• Intercultural & Digital Marketing (cultural models; digital consumption environments; platform- and data-driven marketing)
• Evolution of Leadership Concepts (from classical trait and behavioral approaches to relational and contextual perspectives)
• Leadership as a Social Influence Process (role of context, culture, and organizational conditions)
• Identity-Based Leadership (social identity; self-categorization; leadership as representation of collective interests)
• Leadership and Followership (importance of followership; shared leadership; group processes)
• Motivation and Meaning in Leadership (intrinsic motivation; purpose; psychological safety)
• Trust, Fairness, and Organizational Justice as foundations of effective leadership
• Emotions and Leadership (emotional dynamics; affect regulation; emotional contagion)
• Power, Influence, and Legitimacy in Organizations
• Leadership in Change Processes (transformation; innovation; resistance and change processes)
• Leadership in Digital, Hybrid, and Uncertain Work Contexts
• Diversity, Inclusion, and Intercultural Leadership
• Self-Leadership and Development of Leadership Competencies (reflection; mindsets; leadership development)
• Evidence-Based Leadership (measurement of leadership; scientifically grounded interventions)
• Transfer to Practice (case studies; simulations; application to organizational challenges)
• Foundations of Coaching and Systemic Consulting (key concepts; distinction from therapy; understanding of roles)
• Systemic thinking (system concepts; circularity; interactions; resource- and solution-oriented approaches; constructivism; and organizational systems perspectives)
• Coaching communication skills (active listening; questioning techniques; paraphrasing; structuring conversations; the linguistic construction of reality within the coaching process)
• Relationship Building in the Consulting Process (empathy; appreciation; trust; working alliance)
• Phases of the coaching process (contracting; goal definition; problem analysis; intervention; transfer and closure; process management and flexible adaptation to dynamic coaching trajectories)
• Goal and Solution Work (goal clarification; scaling questions; resource activation; development of action options)
• Intervention Techniques (circular questions; hypothetical questions; reframing; perspective shifts)
• Feedback and confrontation (constructive, appreciative feedback; dealing with resistance; fostering self-reflection; constructive handling of ambivalence and change dynamics)
• Dealing with Emotions and Conflict in Coaching (conflict clarification; ambivalence; challenging conversation situations)
• Self-Reflection of the Consultant Role (mindset; values; biases; professional boundaries)
• Ethical Foundations of Coaching and Consulting (responsibility; transparency; role clarity)
• Coaching in Organizational Contexts (executive coaching; team coaching; change facilitation)
• Effectiveness and Evaluation of Coaching (evidence-based practice; quality assurance; impact measurement)
• Transfer to Practice (case work; simulations; reflection on real coaching processes)
• Digital and hybrid coaching formats (online coaching; virtual communication; opportunities and limitations of digital consulting)
• Diversity and cultural sensitivity in coaching (intercultural aspects; different value systems and norms)
• Foundations of General and Psychosocial Crises (definition; types of crises; individual and organizational crisis dynamics)
• Theoretical Models of Crisis Psychology (stress and coping models; systemic perspectives; models of crisis development)
• Neurobiological Foundations of Stress and Trauma (stress responses; trauma processing; emotional dysregulation)
• Assessment and Evaluation of Crisis Situations (risk assessment; resource analysis; danger assessment)
• Communication in Crisis Intervention (relationship building; emotional stabilization; structuring crisis conversations)
• Intervention Techniques in Acute Crises (de-escalation; stabilization; resource activation; reality orientation)
• Crises in Organizational Contexts (e.g., conflicts, misconduct, burnout, change processes)
• Specific Types of Crises (panic, anxiety, grief, loss, violence, psychosomatic reactions)
• Ethical and Professional Standards of Crisis Intervention (responsibility; boundaries; quality assurance)
• Prevention and Postvention of Crises (early detection; organizational learning; debriefing)
• Transfer to Practice (case work; simulations; application to business psychology contexts)
The study trip offers students the opportunity to experience and critically reflect on key concepts of business psychology and leadership within real organizational contexts. As part of a one-week excursion, students visit companies, consulting firms, and other organizations both domestically and internationally, gaining insights into current challenges and practical solutions.
The focus is on topics such as leadership, organizational culture, change management, human resource development, consumer behavior, and strategic decision-making processes. Students engage with different organizational contexts and analyze how psychological concepts and theories are applied in practice. Through expert lectures, discussions with practitioners, and insights into concrete case studies, a bridge is created between academic models and real-world implementation.
Another key component is the systematic preparation and follow-up of the excursion. Students academically prepare selected companies and research questions, develop analytical guiding questions, and subsequently reflect on their insights in relation to theoretical models and their own career perspectives. The study trip thus not only serves to expand subject-specific knowledge but also to develop a reflective understanding of how business psychology concepts are applied across different organizational and cultural contexts.
• Introduction to Interdisciplinary Thinking (linking business psychology with related disciplines such as sociology, anthropology, neuroscience, medicine, and technology)
• Analysis of Current Trends in Business Psychology (e.g., digitalization, artificial intelligence, new work, sustainability, societal change)
• Psychological Perspectives on Technological Developments (human–machine interaction; trust in technology; automation and decision-making processes)
• Social and Cultural Influences on Economic Behavior (culture, values, norms, social identity, diversity)
• Biological and Neuroscientific Foundations of Business Psychology Phenomena (stress, emotion, decision-making behavior)
• Interdisciplinary Approaches to Explaining Human Behavior (integration of different models of human nature and theoretical perspectives)
• Ethics and Responsibility in Business, Technology, and Society (e.g., AI ethics, organizational responsibility, societal impacts of economic decisions)
• Reflection on the Limitations of Individual Disciplines and the Potential of Integrative Approaches
• Discussion of Current Research and Practical Examples from Various Disciplines
• Development of Own Research Questions at the Interface of Business Psychology and Related Disciplines
• Flexible Engagement with Evolving Topics in Line with Current Scientific and Societal Developments
• Transfer of Interdisciplinary Insights to Applied Fields of Business Psychology
Course
Semester
ECTS
• Fundamentals of Management & Organization (companies as systems; functions & perspectives of management)
• Strategic Thinking (environmental analysis; competition; basic strategy concepts; introduction to business models)
• Organization & Structures (organizational design; processes; agile vs. traditional organizational forms)
• Human Resources & Leadership (motivation; decision-making behavior; group processes; key leadership theories)
• Leadership Perspectives (transformational, situational, digital; leadership in change processes)
• Fundamentals of Human Resource Management (recruitment, development, performance management)
• Digitalization & Management (digital business models; new work; impact on leadership and organization)
• Management Accounting & Decision Foundations (key performance indicators; goal systems; evidence-based decision-making)
• Interface with Business Psychology (behavior in organizations; perception, motivation & culture)
• Practice & Transfer (case studies; application to real business situations)
• Introduction & Foundations (Big Data: 4Vs; overview of data science; data types; role of data in organizations)
• Data & Data Sources (structured vs. unstructured data; data quality; data integration; data preprocessing)
• Big Data Architectures (databases: relational vs. NoSQL; data warehouse vs. data lake; basic system architectures)
• Data Management & Processing (ETL/ELT; batch vs. stream processing; distributed systems; scalability – core principles)
• Data Analysis & Exploration (descriptive statistics; visualization; exploratory data analysis; data preparation in selected tools)
• Statistical Inference (sampling; uncertainty; estimation; missing data; bias and validity)
• Regression Models (linear and multiple regression; model assumptions; interpretation; model fit)
• Model Evaluation & Validation (train/test split; cross-validation; overfitting; generalizability)
• Advanced Models (logistic regression; classification; basic machine learning methods: trees, random forests)
• Text & Data Analysis (basics of NLP; simple text analysis; feature engineering)
• Communication & Visualization (presentation of results; storytelling with data; audience-oriented visualization)
• Fundamentals of Psychology (subject matter, subdisciplines; scientific thinking; key paradigms)
• Cognitive processes (perception; attention; memory; learning; problem-solving and decision-making; structure and capacity limits of working memory; cognitive biases and heuristics in decision-making processes)
• Emotion & motivation (foundations of emotional processes; motivation models; influence on behavior and performance; emotions as constructive and context-dependent processes)
• Social-psychological foundations (social perception; norms; conformity; interaction and social influence; the impact of cognitive and emotional processes on social judgments and behavior)
• Differential psychology (personality; abilities; individual differences in behavior; differences in cognitive processing and decision-making strategies)
• Developmental Psychology (lifespan perspective; development of cognition, emotion, and behavior)
• Biological & neuroscientific foundations (brain, behavior, and mental processes—overview; conscious and unconscious information processing; the brain as a predictive system for reducing uncertainty)
• Health & clinical perspectives (health and illness; stress; basic models of disorders; the relationship between cognitive load, emotion, and stress)
• Psychological Assessment (basics of measurement; testing methods; quality criteria)
• Research methods (empirical research process; quantitative foundations; interpretation of results; the importance of meta-analyses and theory-driven model testing)
• Fundamentals of Business Psychology (subject matter, development, distinction from economics & psychology; characteristics of economic behavior)
• Models of Human Nature & Rationality (assumptions of rationality; bounded rationality; heuristics & decision anomalies)
• Core theories (motivation, cognition, learning, emotion, interaction; social-psychological and economic approaches: Self-Determination Theory; Job Demands–Resources model; modern approaches to work design)
• Overview of methods (empirical research; surveys, experiments, observation; fundamentals of measurement; the importance of meta-analyses and evidence-based research)
• Individual Level (perception, attitudes, decisions, personality, motivation)
• Interpersonal level (group processes; communication; cooperation and conflict; power and leadership; team processes and their impact on effectiveness and performance; psychological safety)
• Organizational level (organization, culture, and change; job satisfaction; motivation; leadership, work design, and organizational conditions; the impact of digitalization and new forms of work)
• Market & Consumer Psychology (consumer behavior; decision processes; advertising; price perception; branding)
• Macro perspective (value change; work and unemployment; money and financial behavior; uncertainty; societal transformation; and future worlds of work)
• Fields of Application (HR, marketing, organization, consulting, consumer contexts)
• Introduction and Foundations of Sustainable Development as a socio-ecological issue and in a business context (efficiency–consistency–sufficiency, CSR, governance)
• Key Theories and Models from environmental psychology and CSR (motivation, norms, habits, decision-making and cognitive theories, stakeholder vs. shareholder approaches)
• Psychological and Social Concepts at the individual level (values, emotions, motivation, identity, self-efficacy) and collective level (norms, group processes, participation), and their relevance for companies and stakeholders
• Resources and Well-being in the context of sustainable behavior (mindfulness, meaning, life satisfaction, resilience)
• Cognitive Processes and Behavior (biases, dual processes, perception of environmental problems)
• Behavior Change and Interventions (nudging, choice architecture, habit formation) and application in organizational contexts (CSR strategies, integration, business case)
• Sustainable Lifestyles and Transformation (health, individual vs. collective action, systemic change) in interaction with global challenges and globalization
• Governance, Reporting and Sustainable Finance (ESG, SRI, evaluation) as well as stakeholder management (engagement, conflicts, legitimacy)
• Criticism and Future Perspectives (greenwashing, trade-offs, sustainable business models)
Course
Semester
ECTS
This course marks the beginning of the accompanying process for writing the master’s thesis. Students are encouraged to identify a relevant research topic early on and are guided through a structured process.
• Introduction & Academic Writing (scientific thinking; development of research questions & hypotheses; linking theory and empirical research)
• Research Designs (qualitative, correlational, and experimental designs; quality criteria; internal/external validity, etc.)
• Variables & Measurement (operationalization; scales; questionnaire design; measurement error)
• Sampling & Data Collection (sampling methods; bias; data collection techniques)
• Development of a Research Proposal (literature review; hypothesis development; study design; choice of methods)
• Research Ethics (ethics applications; data protection; informed consent; ethical risks in psychological research)
• Preparation of the Master’s Thesis (proposal/exposé; study design; planning of data collection)
• Introduction & Foundations (organizational behavior as an interdisciplinary field; behavior in organizations; individual–group–organization; role of management & context)
• Individual Behavior (perception; attitudes; job satisfaction; emotions; personality; values; diversity & inclusion)
• Motivation & Performance (motivation theories; job design; incentive systems; justice; engagement)
• Decision & Behavior (individual and organizational decision-making; biases; creativity & innovation; ethical decisions)
• Groups & Teams (group processes; roles; norms; team dynamics; team performance; conflict)
• Communication (interpersonal communication; digital communication; cultural differences; barriers; the role of social interactions and communication patterns in team and organizational success)
• Leadership (leadership theories; leadership styles; power and influence; trust; modern leadership approaches; the relationship between leadership and psychological safety)
• Power, politics & negotiation (bases of power; organizational politics; influence strategies; conflict management; negotiations; the role of structure and work design in motivation, performance, and collaboration)
• Organizational Structures (structural forms; coordination; centralization vs. decentralization; organizational design)
• Organizational culture & change (culture models; learning; change management; organizational development; the role of culture in psychological safety, inclusion, and organizational learning)
• Work & well-being (stress; health; work–life balance; safety; productive vs. counterproductive behavior; interactions between demands and resources; the role of engagement and working conditions in health and performance)
Work & Well-being (stress; health; work-life balance; safety; productive vs. counterproductive behavior)
• Sustainable Organizations (linking organizational behavior and sustainability; responsible organizations; transformation)
• Foundations of personality (dispositions and dimensions; Big Five; individual differences in behavior, cognition, and emotion; horizontal and vertical personality development, including competence development vs. maturation; development of cognitive and behavioral complexity)
• Self-concept & self-esteem (self-reflection; identity; relevance for behavior, performance, and resilience)
• Stages of personality development (models of vertical development; increasing capacity for self-regulation, perspective-taking, and tolerance for ambiguity)
• Unconscious processes & internal dynamics (shadow aspects; emotional patterns; dealing with stress, overload, and regression)
• Personality development in an organizational context (links to leadership, decision-making, and dealing with complexity and change)
• Introduction & foundations (resilience: definitions; individual vs. organizational resilience; relevance in dynamic/VUCA contexts; resilience as a dynamic, process-oriented mechanism of adaptation and transformation under uncertainty)
• Theories & concepts (positive psychology; psychological capital; risk and protective factors; coping; stress models)
• Individual resilience (self-awareness; emotions; stress regulation; resource building; mental and physical factors)
• Neurobiological & health-related foundations (stress responses; strain and recovery; the relationship between mind and body; proactive coping strategies and the development of individual adaptive capacities)
• Resilience in the organizational context (resilient organizations; structures, culture, and processes; learning and adaptability)
• Leadership & resilience (resilience-promoting leadership; trust; sense-making; energy and emotion management; psychological safety; organizational adaptability)
• Teams & collaboration (team resilience; communication; conflict management; diversity; psychological safety)
• Interventions & coaching (resilience training; coaching approaches; individual and organizational measures)
• Measurement & diagnostics (resilience models; scales and instruments; individual, team, and organizational levels)
• Practice & application (crisis management; best practices; resilience in high-risk and change contexts)
• Introduction & Foundations (people management in a data-driven context; role of people analytics; business value & decision support)
• Data in Human Resource Management (data sources; data quality; HR metrics; integration and preparation of people data)
• Methods & Models (descriptive, diagnostic, and predictive analytics; statistical foundations; causality vs. correlation)
• People Analytics Process (problem definition; hypotheses; data analysis; interpretation; implementation and scaling)
• HR Controlling & Reporting (metrics systems; dashboards; visualization; data-driven decision-making)
• Fields of Application (recruiting; talent management; retention; performance management; workforce planning)
• Organization & Implementation (project management; roles and competencies; change management; integration into HR processes)
• Culture & Leadership (data-driven organization; feedback culture; acceptance of analytics; decision-making behavior)
• Ethics, Law & Data Protection (privacy; fairness; bias; transparency; regulatory requirements)
• Advanced Analytics in HR Contexts (predictive analytics; AI applications; text and network data; use cases)
• Introduction & Foundations (power, control, and influence in organizations; micropolitics as everyday practice; formal vs. informal structures)
• Theories & Perspectives (micro-, meso-, and macro-political approaches; resource dependence; neo-institutionalism; systemic and cultural perspectives)
• Sources of Power & Strategies (authority; resources; networks; information control; coalitions; Machiavellianism)
• Micropolitical Action (pursuit of interests; exchange relationships; strategic interaction; symbolic and informal practices)
• Organizational Structures & Ambiguity (ambiguity as a resource; formal rules vs. lived practice; bureaucracy and informal order)
• Control, Trust & Governance (control mechanisms; mistrust; self-organization; tension between autonomy and control)
• Career, Advancement & Inequality (promotion processes; networks; micropolitical dynamics; diversity and power)
• Conflict, Cooperation & Negotiation (types of conflict; negotiation processes; power in interactions)
• Culture, Norms & Social Order (organizational culture; norm conflicts; functional and dysfunctional effects of order/disorder)
• Change & Context (power in change processes; digitalization; globalization; new organizational forms)
• Introduction & Foundations (People & Culture as an evolution of HR; role in organizations; link to strategy, culture, and transformation)
• Digital Transformation & Work (New Work; VUCA/BANI; changing business models; role of HR as a driver of transformation)
• Organizational Culture & Values (culture models; purpose; values orientation; cultural governance and development)
• People Experience & Employee Lifecycle (employee experience; engagement; touchpoints along the employee lifecycle)
• Leadership & Collaboration (modern leadership approaches; trust; empowerment; agile and collaborative ways of working)
• Diversity & Inclusion (cultural differences; diversity, equity & inclusion; intercultural collaboration)
Learning & Skills (future skills; learning culture; competency development; learning analytics)
• Performance & Organization (new performance management systems; feedback; goal systems; alignment of strategy and people)
• Transformation & Change (change management; cultural transformation; People & Culture as a driver of organizational development)
• Technology & Future of Work (HR tech; AI; data-driven HR; impact on culture and leadership)
• Introduction & Foundations (neuroeconomics as an interdisciplinary field of economics, psychology, and neuroscience; decision models vs. actual behavior)
• Behavioral Economics (bounded rationality; heuristics & biases; social preferences; decisions under risk and uncertainty)
• Neuroscientific Foundations (brain structures; reward and emotion systems; neural processes of decision-making)
• Biological Influences (hormones; neurotransmitters; individual differences in decision-making behavior)
• Decisions in Context (emotions; time; social interaction; framing effects; environmental factors)
• Neuroeconomic Methods (experiments; behavioral data; basic neuroscientific measurement methods such as fMRI/EEG – conceptual)
• Applications (financial decisions; consumer behavior; neuromarketing; organizations and management)
• Integration & Interdisciplinary Approaches (linking behavior, brain, and economic models)
• Criticism & Limitations (methodological, theoretical, and ethical challenges of neuroeconomics)
Course
Semester
ECTS
This course continues the accompanying process of preparing the master’s thesis. Students are expected to present initial results from their research process.
• Data Analysis & Interpretation (descriptive and inferential statistical analyses; data preparation; initial results)
• Results from Empirical Studies (experimental designs; questionnaire studies; validation of instruments)
• Scientific Argumentation (interpretation; limitations; positioning within the research landscape)
• Literature Review & Theory Development (systematic review; linking theory and empirical research)
• Scientific Presentation (conference formats; storytelling; visualization of results)
• Discussion & Defense (handling criticism; argumentation; reflection on one’s own research)
• Preparation for Graduation (structure of the thesis; presentation; examination setting)
• Foundations of Human–AI Interaction (interdisciplinarity; perception & trust; anthropomorphism; human–machine collaboration)
• Technological Foundations (AI/ML, generative AI; how they work, limitations, and bias)
• Forms of Interaction (verbal & nonverbal interaction; UX/UI; collaborative systems; human–AI teamwork)
• Emotion & Behavior (acceptance; trust; cognitive load; decision support through AI)
• Research Methods in HAI (experimental designs; usability testing; mixed methods; evaluation of AI systems)
• Digital Transformation (business models; organizational development; digital maturity; roadmaps)
• Organizational Perspective (capabilities; change management; leadership; cultural transformation)
• Fields of Application (HR, marketing, finance, production, logistics; AR/VR; blockchain; platform economy)
• Ethics & Governance (data protection; fairness; transparency; responsibility; AI governance)
• Lab & Practice (hands-on with AI tools; prototyping; analysis of real use cases; reflection on application experiences)
• Foundations of Consumer Psychology (S-O-R model; decision processes; implicit vs. explicit processing)
• Affective & Cognitive Processes (emotion, motivation, attention, memory, learning)
• Decision-Making Behavior (heuristics & biases; prospect theory; dual-process models; nudging)
• Perceptual & Judgment Biases (framing; anchoring; halo effect; availability; fluency; scarcity effects)
• Consumption in a Social Context (social influences; identity; culture; social norms; symbolic meaning of consumption)
• Brand Psychology (brand image, identity & personality; brands as mental networks & attitudes)
• Brand Management (positioning; brand architecture; brand strategies; customer experience)
• Communication & Advertising Effects (persuasion; design elements such as images, humor, emotion, music)
• Consumer Research (surveys; experiments; implicit measurement methods; application in marketing contexts)
• Intercultural & Digital Marketing (cultural models; digital consumption environments; platform- and data-driven marketing)
• Evolution of Leadership Concepts (from classical trait and behavioral approaches to relational and contextual perspectives)
• Leadership as a Social Influence Process (role of context, culture, and organizational conditions)
• Identity-Based Leadership (social identity; self-categorization; leadership as representation of collective interests)
• Leadership and Followership (importance of followership; shared leadership; group processes)
• Motivation and Meaning in Leadership (intrinsic motivation; purpose; psychological safety)
• Trust, Fairness, and Organizational Justice as foundations of effective leadership
• Emotions and Leadership (emotional dynamics; affect regulation; emotional contagion)
• Power, Influence, and Legitimacy in Organizations
• Leadership in Change Processes (transformation; innovation; resistance and change processes)
• Leadership in Digital, Hybrid, and Uncertain Work Contexts
• Diversity, Inclusion, and Intercultural Leadership
• Self-Leadership and Development of Leadership Competencies (reflection; mindsets; leadership development)
• Evidence-Based Leadership (measurement of leadership; scientifically grounded interventions)
• Transfer to Practice (case studies; simulations; application to organizational challenges)
• Foundations of Coaching and Systemic Consulting (key concepts; distinction from therapy; understanding of roles)
• Systemic thinking (system concepts; circularity; interactions; resource- and solution-oriented approaches; constructivism; and organizational systems perspectives)
• Coaching communication skills (active listening; questioning techniques; paraphrasing; structuring conversations; the linguistic construction of reality within the coaching process)
• Relationship Building in the Consulting Process (empathy; appreciation; trust; working alliance)
• Phases of the coaching process (contracting; goal definition; problem analysis; intervention; transfer and closure; process management and flexible adaptation to dynamic coaching trajectories)
• Goal and Solution Work (goal clarification; scaling questions; resource activation; development of action options)
• Intervention Techniques (circular questions; hypothetical questions; reframing; perspective shifts)
• Feedback and confrontation (constructive, appreciative feedback; dealing with resistance; fostering self-reflection; constructive handling of ambivalence and change dynamics)
• Dealing with Emotions and Conflict in Coaching (conflict clarification; ambivalence; challenging conversation situations)
• Self-Reflection of the Consultant Role (mindset; values; biases; professional boundaries)
• Ethical Foundations of Coaching and Consulting (responsibility; transparency; role clarity)
• Coaching in Organizational Contexts (executive coaching; team coaching; change facilitation)
• Effectiveness and Evaluation of Coaching (evidence-based practice; quality assurance; impact measurement)
• Transfer to Practice (case work; simulations; reflection on real coaching processes)
• Digital and hybrid coaching formats (online coaching; virtual communication; opportunities and limitations of digital consulting)
• Diversity and cultural sensitivity in coaching (intercultural aspects; different value systems and norms)
• Foundations of General and Psychosocial Crises (definition; types of crises; individual and organizational crisis dynamics)
• Theoretical Models of Crisis Psychology (stress and coping models; systemic perspectives; models of crisis development)
• Neurobiological Foundations of Stress and Trauma (stress responses; trauma processing; emotional dysregulation)
• Assessment and Evaluation of Crisis Situations (risk assessment; resource analysis; danger assessment)
• Communication in Crisis Intervention (relationship building; emotional stabilization; structuring crisis conversations)
• Intervention Techniques in Acute Crises (de-escalation; stabilization; resource activation; reality orientation)
• Crises in Organizational Contexts (e.g., conflicts, misconduct, burnout, change processes)
• Specific Types of Crises (panic, anxiety, grief, loss, violence, psychosomatic reactions)
• Ethical and Professional Standards of Crisis Intervention (responsibility; boundaries; quality assurance)
• Prevention and Postvention of Crises (early detection; organizational learning; debriefing)
• Transfer to Practice (case work; simulations; application to business psychology contexts)
Course
Semester
ECTS
The master’s thesis represents the final component of the program and involves the independent investigation of a scientific research question in the field of business psychology or leadership. The focus lies on the development, theoretical grounding, and empirical or conceptual exploration of a relevant research topic. Students deepen their ability to analyze complex problems, systematically review the current state of research, and derive precise research questions and hypotheses.
A key component is the planning and execution of a scientifically sound research design, which may include both qualitative and quantitative methods. This involves selecting appropriate data collection instruments, conducting data collection, and performing methodologically sound analysis and interpretation of the results. At the same time, students critically reflect on their own approach as well as the limitations of the study.
In addition, students learn how to present scientific content in a structured manner, build arguments based on theoretical and empirical evidence, and position their findings within the existing research context. The thesis follows academic standards and takes into account ethical guidelines as well as principles of good scientific practice.
The master’s thesis colloquium accompanies students throughout the entire research and writing process of their master’s thesis. The focus lies on the continuous reflection and further development of their own academic work through exchange with instructors and fellow students. Students regularly present the progress of their work—including research questions, theoretical foundation, methodological approach, and initial results—and receive structured feedback on the content, methodology, and argumentative quality.
A key component of the colloquium is the in-depth engagement with challenges in the research process, such as refining research questions, developing a consistent research design, selecting appropriate methods, and interpreting empirical findings. In addition, aspects of academic writing, logical argumentation, and the structuring of complex content are discussed and further developed.
The colloquium also serves as preparation for the oral defense of the master’s thesis. Students practice presenting their research in an academic context, learn how to handle critical questions, and develop their ability to communicate their findings clearly and convincingly. Furthermore, peer exchange fosters the ability to critically analyze the work of others and provide constructive feedback.
The study trip offers students the opportunity to experience and critically reflect on key concepts of business psychology and leadership within real organizational contexts. As part of a one-week excursion, students visit companies, consulting firms, and other organizations both domestically and internationally, gaining insights into current challenges and practical solutions.
The focus is on topics such as leadership, organizational culture, change management, human resource development, consumer behavior, and strategic decision-making processes. Students engage with different organizational contexts and analyze how psychological concepts and theories are applied in practice. Through expert lectures, discussions with practitioners, and insights into concrete case studies, a bridge is created between academic models and real-world implementation.
Another key component is the systematic preparation and follow-up of the excursion. Students academically prepare selected companies and research questions, develop analytical guiding questions, and subsequently reflect on their insights in relation to theoretical models and their own career perspectives. The study trip thus not only serves to expand subject-specific knowledge but also to develop a reflective understanding of how business psychology concepts are applied across different organizational and cultural contexts.
• Introduction to Interdisciplinary Thinking (linking business psychology with related disciplines such as sociology, anthropology, neuroscience, medicine, and technology)
• Analysis of Current Trends in Business Psychology (e.g., digitalization, artificial intelligence, new work, sustainability, societal change)
• Psychological Perspectives on Technological Developments (human–machine interaction; trust in technology; automation and decision-making processes)
• Social and Cultural Influences on Economic Behavior (culture, values, norms, social identity, diversity)
• Biological and Neuroscientific Foundations of Business Psychology Phenomena (stress, emotion, decision-making behavior)
• Interdisciplinary Approaches to Explaining Human Behavior (integration of different models of human nature and theoretical perspectives)
• Ethics and Responsibility in Business, Technology, and Society (e.g., AI ethics, organizational responsibility, societal impacts of economic decisions)
• Reflection on the Limitations of Individual Disciplines and the Potential of Integrative Approaches
• Discussion of Current Research and Practical Examples from Various Disciplines
• Development of Own Research Questions at the Interface of Business Psychology and Related Disciplines
• Flexible Engagement with Evolving Topics in Line with Current Scientific and Societal Developments
• Transfer of Interdisciplinary Insights to Applied Fields of Business Psychology
Study regulations to download
Frequently Asked Questions
Is the degree program already accredited?
The start of the degree program is subject to accreditation by AQ Austria. Current information on the accreditation status can be obtained from the Director of Studies.
Is it possible to study this degree program without currently being employed?
Yes, employment with a company is not a requirement. The part-time format is also suitable for people on parental leave or undergoing a career change.
What percentage of courses are taught in English?
Approximately 22% of courses are taught in English, including those in the areas of Human-AI Interaction, People Management & Analytics, and Sustainability Psychology.
What is the study trip in the 4th semester?
A one-week, supervised international study trip (3 ECTS) that provides practical insights into international business contexts.
What degree will I receive after completing the Master’s program in Business Psychology & Leadership?
After successfully completing the part-time Master’s program in Business Psychology & Leadership, graduates are awarded the academic degree Master of Arts (MA). The program comprises 4 semesters and 120 ECTS credits.
How is the compatibility of degree program, work and family life supported?
Through the work-integrated format, an e-learning component of a maximum of 50%, and measures within the framework of the "university and family" audit.
