The Importance of Interpersonal Skills in CEO Candidates
When selecting a new CEO, organizations seem to concentrate on interpersonal abilities while disregarding the hopeful’s ability to take care of business. In a recent article, Strategy & reported on a study of more than 2,600 candidates for top leadership positions. This study found that candidates’ characteristics could be categorized by the following: talent for management, ability to execute tasks, charisma, and strategic and creative thinking. Applicants who were instantly hired for the open CEO positions tended to score higher no matter how you look at it, unlike their associates who were competing for lower official openings.
Scoring high on the four components additionally anticipated a competitor’s future professional success. Contender for positions other than CEO who scored higher in all cases will probably get to be CEOs at some point, the study found. This finding demonstrates that specific official attributes and abilities can both be distinguished and stay consistent all through an individual’s career.
Despite the fact that men and women didn’t have enormous scoring contrasts, the study found that women were around 28 percent less likely to be designated CEO, underscoring how wide the gender gap is at the management level.
Individuals hired as CEOs scored much higher than different candidates on their interpersonal qualities — willingness to listen, readiness to be part of the team, and receptiveness to criticism, for example — and lower on execution skills, which include efficiency, proactive leadership, and persistence. This suggests that search committees should not overvalue magnetism, instead concentrating on an applicant’s effectiveness and leadership ability.
Subscribe to Return on Leadership to receive a bi-weekly round-up of the most provocative and important news and insights from leading business thinkers focused on the issues driving current-day strategy and board governance.