The concept of the "boomerang boss"—a leader who exits a company only to return at a later stage—is becoming more common in today's dynamic job market. The reasons for these returns vary, with some companies actively rehiring former managers due to restructuring or skills shortages, while others see employees realising that the grass isn’t always greener elsewhere. However, the return of a former leader doesn’t always go smoothly, and workplace reactions can be mixed.

According to a report by SideHustles.com, 21% of employees are outright opposed to the return of a former manager, with over half believing they could do a better job themselves. This statistic highlights the potential for tension when a leader re-enters a workplace they once left. The impact of a boomerang boss often depends on their previous departure—were they a casualty of market conditions, or did they leave for personal or performance reasons? Equally important is how the organisation handles their return, ensuring transparency and fairness in the process.

With workforce mobility increasing and talent shortages affecting many industries, companies must carefully weigh the benefits and risks of rehiring a former leader. Does bringing back an experienced boss provide stability and familiarity, or does it create division and stagnation?

"Another crucial element is how the company manages the rehiring process."

In a recent discussion, Shannon Barlow, NZ Managing Director at Frog Recruitment, explored the impact of boomerang bosses and whether they are a strategic asset or a workplace disruption.

Shannon Barlow opened the discussion by highlighting the two main reasons why companies bring back former leaders. “Either the business has restructured and is now in a position to bring back experienced talent, or the individual has realised their new role isn’t what they expected and is backtracking on their career choice.”

While rehiring a known leader can bring stability, it also raises concerns among employees who may have adjusted to a new workplace dynamic. Shannon pointed out that returning bosses can disrupt existing team structures: “Unlike a returning employee in a lower role, a boomerang boss comes back to lead a team that has evolved in their absence. Some employees may feel overlooked or frustrated by the return.”

A key factor in how well a boomerang boss is received is why they left in the first place. If a leader exited during the Great Resignation in search of better pay or a different culture, some employees might question their commitment to the company. On the other hand, if they were impacted by market conditions or restructuring, their return could be seen as a positive move that brings expertise back into the business.

Another crucial element is how the company manages the rehiring process. Shannon emphasised that transparency is key in maintaining employee trust. “A business must demonstrate that bringing back a former leader is a decision based on merit, not favouritism or an inability to develop internal talent.” Without this clarity, employees may feel undervalued, leading to dissatisfaction and resentment.

The discussion also explored whether a returning leader can adapt to changes that have occurred during their absence. Business operations, team culture, and even leadership expectations might have evolved, meaning the returning boss must be willing to integrate rather than assume they can pick up where they left off.

Making a Boomerang Boss a Success

For companies considering rehiring a former leader, there are key factors to ensure a smooth transition and avoid workplace tensions:

• Assess the reason for their departure – If they left on good terms due to external factors, their return may be beneficial. If they left due to performance issues or dissatisfaction, reconsider the decision.
• Ensure transparency in the rehiring process – Employees should understand why the boomerang boss was chosen, with a clear focus on skills and business needs.
• Gauge team sentiment – Before making a decision, assess how existing employees feel about their return. If there is strong resistance, it could impact workplace morale.
• Set clear expectations for the returning leader – The business and its teams have likely changed, so the returning boss must adapt to the current landscape rather than reverting to old ways.
• Support internal career progression – If internal talent was overlooked in favour of rehiring a previous leader, ensure that development opportunities are still available to maintain motivation and retention.

Boomerang bosses can be a valuable asset or a workplace risk, depending on the circumstances of their departure and return. With the right approach, businesses can leverage their expertise while maintaining a positive and progressive work environment. Is bringing back a former leader the key to stability, or does it hinder future growth? The answer depends on the context and execution of their return.