Introduction
In my own experience of interaction with organisational leaders including those responsible for hiring, I have hardly seen an inclination to hire executives who do not possess traits that perfectly fit in the company culture. It makes sense why these companies do not want to take any risks. After all, it takes some companies many decades of efforts to shape up their desired culture; if it’s working fine for them then why risk changing it?
Changes In Leadership
Another disadvantage of hiring such leaders is that a newly joining executive, despite all their experiences and good intent, might end up upsetting the experienced and settled workforce with changes in leadership style and tactics that the latter find unfavourable for the organisation. Barriers to change such as ‘fear of the unknown’ might also play the role in the minds of the existing workforce, which might make the otherwise successful leadership style of the newly joining leader a recipe for failure.
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Strong Company Culture
However, it would be wrong to suggest that there are no advantages of this approach. For instance, think of a company that is declining in terms of performance or growth despite a strong company culture that is closely matched by the leaders’ traits. There is a strong case to make here that a new leader with conflicting traits from the company culture is required. Imagine that the company in question believes in progressive or incremental growth based on careful analysis. Perhaps a leader with disruptive leadership skills would be able to change that mindset to capitalise on the full potential of the company, or even deal with the threats being faced by the company.
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Conclusion
It is safe to conclude, therefore, that this debate is much better settled with in the context of the company rather than arriving at a generic conclusion. If a company is struggling to achieve its corporate objectives then chances are that a leader with traits that would unsettle the corporate culture might just be the answer.
