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Outsider Leadership pp 207–236Cite as

Palgrave Macmillan

Conclusion

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Abstract

This final chapter brings together a number of key themes that have been identified in the individual leader chapters, and examines these in the context of existing literature. Initially, the authors consider what an outsider leader is, before assessing what it is that outsider leaders bring to organisations by way of benefits. The arrival of the outsider leader is examined, looking at approaches that they can adopt on entry. Establishing relationships with insiders is identified as a critical early step for those outsiders who want to succeed, though this can present challenges. The hiring strategies of outsider leaders are contemplated in terms of the choices they make. Next, the insider/outsider perspective is considered and how this can be valuable to adopt in a hybrid sense at times. The challenges for and stemming from outsider leaders are then examined, at both a personal and organisational level. Closing the chapter is an examination of gender in the context of outsider leadership, before some concluding comments are presented.

This chapter is written by Chris O’Riordan; Felicity Kelliher; Patrick C. Flood; Malcolm Higgs

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Authors and Affiliations

  1. School of Business, Waterford Institute of Technology, Waterford, Ireland

    Chris O’Riordan & Felicity Kelliher

  2. DCU Business School, Dublin City University, Dublin, Ireland

    Patrick C. Flood

  3. Hull University Business School, University of Hull, Hull, UK

    Malcolm Higgs

Authors
  1. Chris O’Riordan
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  2. Felicity Kelliher
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  3. Patrick C. Flood
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  4. Malcolm Higgs
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O’Riordan, C., Kelliher, F., Flood, P.C., Higgs, M. (2019). Conclusion. In: Outsider Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-97463-7_10

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