Randall S. Peterson

Professor of Organisational Behaviour

Director of the Leadership Institute

London Business School

Founder: TalentSage

Background + Capabilities

Dr. Randall S. Peterson is Professor of Organisational Behaviour and Academic Director of the London Business School Leadership Institute. He is a former Deputy Dean (Faculty) and Vice President of the Campaign Committee for London Business School. He earned his B.S. and M.A. degrees at the University of Minnesota, and his Ph.D. in Social/Organizational Psychology from the University of California, Berkeley.

Randall has been invited to teach, speak, and consult across the world for organisations such as the Danish Centre for Leadership and Leaders Sports Performance Summit, as well as companies including AREVA, Barclays, Braxton, Chevron/Texaco, Deutsche Bank, Emirates Bank, E.ON, IBM, Lufthansa, Nestlé, PwC, Roche and Uster Technologies. He is also faculty lead for London Business School’s leadership weeks on the flagship general management programmes, Accelerated Development Programme and Senior Executive Programme.

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Background + Capabilities

Randall's current research activities and expertise include studies investigating how to lead

diverse teams, leadership transitions in organisations, how CEO personality affects top

management team interaction and firm performance, as well as investigating how trust

forms in work teams, and the effects of conflict in groups. Randall's research and thought

leadership can be found on LinkedIn and Twitter (@DrRSPeterson).

The research he is best known for includes:

– The crucial role trust plays in getting the benefits of task conflict without also increasing

the damage of relationship conflict in top management teams

– Bringing together diverse perspectives to improve collaboration and team performance

– A model for conflict management in teams

– The effects of CEO and team leader personality on performance

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Recent Press from HR Magazine

1. Assessments

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Recent Press from Harvard Business Review

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Workshops and Teaching Modules: Randall S. Peterson

Randall’s teaching and consulting builds on his passion for helping people work more effectively together — whether this means advising leaders how to get the best from their team, sharing strategies to help teams better share information to deliver better results, or better manage conflict.

A sample of modules:– Managing conflict for better collaboration and improved team performance

• Understanding the origins and evolution of conflict in teams

• Strategies for getting positive outcomes from conflict

– Leading high performance teams• Understanding why, how, when, and when not to use teams

• Tips for better team dynamics

– Creating a more engaged workforce• Understanding the principles of motivation

• 7 levers to pull to improve employee engagement

– Getting Return on Inclusion (ROI)• Understanding why diversity is necessary, but not sufficient for world-class performance

• Evidence-based advice on achieving the best from diverse teams

– Deepening self-awareness• Understanding the impact each individual has on the people around them using personality assessments, 360 surveys,

coaching, etc.

• Exercises to hone personal brand and improve personal impact and influence

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Example One-Day Workshop: Leading High Performance Teams

0900-0915 Workshop Introductions

9:15-10:30 What is Leadership?* Seven frames of leadership

* Leading versus managing a team* What is a high performance team

1030-1045 Morning Break

1045-1215 Personality and Team Leadership* NEO Personality Inventory–understanding your style

* Collaborating across different individual styles in a team

1215-1330 Lunch Break

1330-1500 Effective Team Leadership* Project Planning Activity* The benefits of teams * Managing team dynamics (conflict, discussion, etc.)

1500-1515 Afternoon Break

1515-1445 Where Teams Sometimes Get it Wrong* PB Technologies Activity

* When to avoid teams, the risks in using teams

1445-1700 Wrap-up for the Day

Capabilities Translated into Consulting

1. Assessments» Organizational assessment (e.g., culture, people development needs, etc.)

» Top management team and/or Board assessment

» Senior team assessment

» Individual executive assessment

2. Advising» People/HR strategy (in conjunction with business strategy)

» Senior team hiring recommendations

» Senior team and individual training

» Organizational scorecard

3. On-going support » Executive coaching

» Retreat facilitation for executive team and/or Board

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For More Information

Find me on Linked-In or Twitter (@DrRSPeterson) for short articles and advice (rpeterson@london.edu)

Written Work (Academic)1. Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of conflict resolution in teams. Journal of Applied Psychology, 93, 170-188. doi

10.1037/0021-9010.93.1.170

2. Ferguson, A. J., & Peterson, R. S. (2015). Sinking slowly: Diversity in propensity to trust predicts downward trust spirals in small groups. Journal of Applied Psychology, 100(4): 1012-1024. doi: http://dx.doi.org/10.1037/apl0000007

3. Peterson, R. S., & Ferguson, A. J. (2014). Strategies for Developing Trust Through Constructive Conflict Resolution in Teams. In N. Ashkanasy & K. A. Jehn (Eds), Handbook of Conflict Management.

4. Ronson, S. & Peterson, R. S. (2007). The paradox of conflict in groups: Conflict with trust is the basis for deep-level cooperation in work groups. In B. A. Sullivan, M. Snyder, and J. L. Sullivan, (Eds.), Cooperation: The Political Psychology of Effective Human Interaction (pp. 181-198). Malden, MA: Blackwell.

Written Work (Practitioner)1. Peterson, R.S. (2015). Trust Us. London Business School Review.

2. Peterson, R.S. (2016) Four ways to get the best out of diverse teams. London Business School Review.

3. Peterson, R.S. (2016). 5 Coaching Myths and a 5-step Coaching Reality Check. London Business School Review.

4. Peterson R.S. (2016). Eight must-read books on leadership. London Business School Review.

5. Peterson, R.S. & Wakeman, S.W. (2017). The type of narcissist that can make a good leader. Harvard Business Review. 3 March 2017.

Video WorkTEDx LBS 2017:https://vimeo.com/absolutefluidity/review/217620294/2318ca120a

Leadership insights: What makes a great confidant?https://vimeo.com/absolutefluidity/review/218325266/946dd05116

Are you in the market for a narcissist?https://vimeo.com/absolutefluidity/review/205413733/1509d48997

World Economic Forum Davos, 2016:https://vimeo.com/absolutefluidity/review/200579769/f31b109532

Creating conditions for your dream team:https://vimeo.com/absolutefluidity/review/205419948/ca7f629f0a

Global Leadership Conference, 2015:https://vimeo.com/absolutefluidity/review/30602976/4f3939a081

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