Eisenhower said that if a commander failed, it was his fault because he put the man in the wrong position.
Part of leadership is putting the person into a position right for that person.
Interviewing is trying to figure out how to make that match.
For example, we hired a very negative man to solve a particular technical problem. He was perfect for that job. But, I told management to never put him in contact with people. Five reorgs later, they put him on the help desk. He was fired within 2 weeks. Not his fault.
In my last job in Houston, my manager was a really nice guy and good at the technical part of his job, but he drove everybody crazy. Even the people in Moscow, Russia had heard of him!
When one person quit, the senior manager asked me if I had similar problems. I did, but ignored it (“Managers: How do You Manage a Cat?”). They did a reorg and he wound up with one assistant.
There are many ways to handle a toxic employee.
I was toxic to only a few of my managers, who didn’t know how to work with a cat. They couldn’t easily fire me. I wrote software that made people’s jobs easier. The users and their management wouldn’t stand for it.