Abstract
Despite growing interest in the advantages of appointing leaders with diverse profiles, most organizations follow typical expectations of what a leader’s profile should look like and avoid deviations from such expectations in their leader selection. This paper aims to answer why such changes are difficult by examining a major disadvantage of atypical over typical leader profiles—reputational penalties for an organization whose leader’s biographical profile is atypical. Drawing on the institutional theory of organizational reputation and leadership categorization theory, we propose that atypical components in a leader’s biographical profile will create credibility problems in the eyes of external observers, thereby having a negative impact on organizational reputation.
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