Randall Peterson

Giá máy bắn cáProfessor of Organisational Behaviour; Academic Director, Leadership Institute

BS MA (Minnesota) PhD (University of California, Berkeley)

Professor Randall S Peterson is Academic Director of the Leadership InstituteGiá máy bắn cá. His current research activities include investigating: how CEO personality affects top management team interaction, board dynamics, leading diverse teams, conflict management in teams, and the effects of member personality on group interaction and performance.


As Professor of Organisational Behaviour at London Business School, he teaches on the EMBA, MBA, MFA, and Executive Education on leading teams and organisations, high performance teams, leadership assessment, and interpersonal skill development. He teaches the ‘Leadership Week’ of the Accelerated Development Programme for transition into general management, as well as leadership on the Senior Executive Programme. He has been invited to teach and consult across the world, for companies such as ADNOC, Alcan, AREVA, Barclays, Chevron/Texaco, Deutsche Bank, Emirates Bank, E.ON, GIB, IBM, Lufthansa, Nestlé, Price Waterhouse Coopers, and Roche.


Giá máy bắn cáHis research is published in the leading scholarly journals in the field including Academy of Management Annals, Organizational Behavior and Human Decision Processes, Journal of Applied Psychology, and Journal of Personality and Social Psychology. Randall has also edited a book entitled Leading and Managing People in Dynamic Organizations. He has also written numerous articles for managers in places like Harvard Business Review, as well as business cases on companies including Commercial International Bank and Allergan.


Professor Peterson holds a PhD in Social Psychology from the University of California, Berkeley. Prior to joining London Business School, he was on the faculty of Northwestern University and Cornell University's SC Johnson Graduate School of Management. He is a former Deputy Dean (Faculty), Subject Area Chair of Organisational Behaviour, Chair of the Ph.D. Programme, and Vice President of the Campaign Committee of London Business School.

Research and Awards


  • Paper selected for the Proceedings of the Academy of Management (best papers), Conflict Management Division, 2014.

  • London Business School Excellence in Teaching Award, 2013, for overall teaching performance within the School.

  • Small Group Research 2010-11 finalist Best Paper Award.

  • International Association for Conflict Management (IACM), Outstanding Article or Book Chapter Award for an article or book chapter that has made a significant and lasting contribution to the field over the previous two years, 2010

  • Paper selected for the Proceedings of the Academy of ManagementGiá máy bắn cá (best papers, top 10% of submissions), Conflict Management Division, 2006

  • London Business School Teaching Award for Innovation in LearningGiá máy bắn cá, 2004, for Global Leadership Assessment for Managers (GLAM) course

  • S. C. Johnson Graduate School of ManagementGiá máy bắn cá “4.5 Club” (for excellence in teaching), 2000, 2001, 2002, 2003, 2004. 

  • Clifford H. Whitcomb Faculty FellowshipGiá máy bắn cá (for excellence in research), Cornell University, 2000-2001

  • Paper selected for the Proceedings of the Academy of Management (best papers, 11 of 270), Organizational Behavior Division, 1998 

  • Paper selected for the Proceedings of the Academy of ManagementGiá máy bắn cá (best papers, 3 of 63), Conflict Management Division, 1998

  • Society of Experimental Social Psychology Dissertation AwardGiá máy bắn cá, Finalist 

  • Division 49 of APAGiá máy bắn cá (groups division) Dissertation Award, Finalist 

  • Chair's Dissertation Fund AwardGiá máy bắn cá, Psychology Department, UC Berkeley, 1994

  • Leadership in organisational work teams
  • Personality and leadership success
  • Top management team decision-making

2020

Diverse teams can perform brilliantly – or fail spectacularly. Here’s why

Giá máy bắn cáPeterson R S

Giá máy bắn cáWorld Economic Forum (Online). Published online, 11 March 2020

Executives and Boards, Avoid These Missteps in a Crisis.

Giá máy bắn cáGardner H K; Peterson R S

Giá máy bắn cáHarvard Business Review Digital Articles 2020

The science behind successful teams

Peterson R S

Think at London Business School 2020 3 March 2020

Things are not always what they seem: the origins and evolution of intragroup conflict

Shah P; Peterson R S; Jones S L; Ferguson A J

Administrative Science Quarterly 2020 Online first

2019

Back channels in the boardroom

Gardner H K; Peterson R S

Giá máy bắn cáHarvard Business Review 2019 Vol 97:5 p 106-113

Cultural intelligence: Time to let go of being on time?

Peterson R S

Giá máy bắn cáLondon Business School Review 2019 Vol 30:2-3

Rethinking authenticity

Giá máy bắn cáPeterson R S; O'Connor K

London Business School Review 2019 4 April 2019

Time to rethink bringing your whole self to work?

Peterson R S; O'Connor K M

Forbes online 2019 April 1, 2019

Viewpoint: Bringing Your ‘Whole Self’ to Work Can Feel Risky. Here’s Why

Giá máy bắn cáPeterson R S; O'Connor K

Society for Human Resource Management (Online). Published online 29 April 2019

When women win, we all win

Giá máy bắn cáPeterson R S

London Business School Review 2019 Vol 30:2-3

2018

Elephants get out of the boardroom

Peterson R S; Johnston A

London Business School Review 2018

How should you do a board evaluation?

de Largy C; Peterson R S

Giá máy bắn cáManagement Today 2018 10 December 2018

It's time to vote majority rule off the company board

Giá máy bắn cáPeterson R S

Strategy and Business 2018 October 24, 2018

Leadership insights: leading teams across diverse industries

Giá máy bắn cáPeterson R S

Giá máy bắn cáLondon Business School Review 2018

2017

Boardroom insights: what makes a great chair

Peterson R S; Johnston A

London Business School Review 2017

Going nowhere fast: executive derailment and how to avoid it

Peterson R S; Jolly R

Giá máy bắn cáLondon Business School Review 2017 March

How does leader humor expression influence follower outcomes? Exploring the dual process model

Hu X; Zhang G; Wang L; Peterson R S; Bai Y

Academy of Management Proceedings 2017 Vol 2017:1

Leadership Insights: trust in the right people

Giá máy bắn cáPeterson R S

London Business School Review 2017

Leading across cultures: bringing out the best of all worlds

Peterson R S

London Business School Review 2017

Leading teams: tactics inspired by the Middle East

Peterson R S

Giá máy bắn cáLondon Business School Review 2017

Motivation for leaders: seven proven levers

Peterson R S

Giá máy bắn cáLondon Business School Review 2017

The drive for strong leaders

Henderson D; Peterson R S

Economist 2017 Economist Intelligence Unit

The type of narcissist that can make a good leader

Peterson R S; Wakeman S W

Giá máy bắn cáHarvard Business Review Digital Articles 2017 March 6th

What worries leaders?

Giá máy bắn cáPeterson R S; Yueh L; Ibarra H; Vermeulen F

London Business School Review 2017

When self-confidence is a curse

Peterson R S

Giá máy bắn cáLondon Business School Review 2017

2016

5 coaching myths and a 5-step coaching reality check

Peterson R S

London Business School Review 2016

5-D leadership

Peterson R S

London Business School Review 2016

A dynamic perspective on diverse teams: moving from the dual-process model to a coordination-based model of diverse team performance

Giá máy bắn cáSrikanth K; Harvey S; Peterson R

Academy of Management Annals 2016 Vol 10:1 p 453-493

Five negotiator types: which are you?

Peterson R S

London Business School Review 2016

How to go from good to great

Peterson R S

Giá máy bắn cáLondon Business School Review 2016 Spring Vol 27:1 p 44-45

Is President Trump a sign of the times?

Peterson R S

London Business School Review 2016

Leadership analysis of the 2016 US presidential candidates

Peterson R S

London Business School Review 2016

Lessons in leading diverse teams

Peterson R S

London Business School Review 2016

Three behavioural ‘don’ts’ for healthier boards

Giá máy bắn cáPeterson R S

Giá máy bắn cáLondon Business School Review 2016

Three ways to get the best out of diverse teams

Peterson R S

Giá máy bắn cáLondon Business School Review 2016

2015

Group conflict

Peterson R S

Giá máy bắn cáin C. M. Berger and M. Roloff (Eds). International Encyclopedia of Interpersonal Communication, Hoboken, NJ: John Wiley. 2015

Recommended reading : eight must-read books on leadership

Giá máy bắn cáPeterson R S

Giá máy bắn cáLondon Business School Review 2015 Winter Vol 26:4 p 53

Sinking slowly: diversity in propensity to trust predicts downward trust spirals in small groups

Ferguson A J; Peterson R S

Journal of Applied Psychology 2015 Vol 100:4 p 1012-1024

Ten tips for leaders in 2016

Giá máy bắn cáPeterson R S

London Business School Review 2015

Trust us

Giá máy bắn cáPeterson R S

London Business School Review 2015 Summer Vol 26:2 p 12-13

2014

Beyond control

Peterson R S

Business Strategy Review 2014 Spring Vol 25:1 p 79-81

Executive derailment; group cohesiveness; group dynamics and group norms

Peterson R S; Harvey S R

Book Chapter: In Wiley Encyclopedia of Management 3rd eds., John Wiley, 2014

Leadership beyond control

Peterson R S

Giá máy bắn cáLondon Business School Review 2014

Strategies for developing trust through constructive conflict resolution in teams

Peterson R S; Ferguson A J

in O.B. Ayoko, N. Ashkanasy & K. A. Jehn (Eds), Handbook of conflict management research, p.193-204. Edward Elgar, 2014

The process of team boundary spanning process in multi-organizational contexts

Harvey S; Peterson R S; Anand N

Giá máy bắn cáSmall Group Research 2014 Vol 45:5 p 506-538

2012

Bringing status to the table – Attaining, maintaining, and experiencing status in organizations and markets

Giá máy bắn cáChen Y R; Peterson R S; Phillips D J; Podolny J M; Ridgeway C L

Organization Science 2012 Vol 23:2 p 299-307

Crossing party lines: Group composition and individual differences in groups.

Peterson R

Giá máy bắn cáIn A. B. Hollingshead and M. S. Poole (Eds.), Research Methods for Studying Groups and Teams: A Guide to Approaches, Tools, and Technologies (pp. 121-131). London, UK: Taylor Francis/Routledge.

Leadership in small groups and teams: Toward a theory of group leadership

Giá máy bắn cáPeterson R S; Kim K

In M. Neale and E. A. Mannix (Eds), Looking Back, Moving Forward: A Review of Group and Team-Based Research. In the series: Research on Managing Groups and Teams, Emerald Publishing, 2012

2011

Conflict in small groups: The meaning and consequences of process conflict

Giá máy bắn cáBehfar K J; Mannix E A; Peterson R S; Trochim W M K

Giá máy bắn cáSmall Group Research 2011 Vol 42 p 127-176

Conflict resolution.

Peterson R S

Giá máy bắn cáBusiness Strategy Review 2011

2010

Point/counterpoint: Introduction to SGR's new feature

Giá máy bắn cáBrower A; Keyton J; Moreland R L; Peterson R S

Small Group Research 2010 Vol 42:1 p 249-250

2009

Leadership and conflict: Using power to manage conflict in groups for better rather than worse

Peterson R S; Harvey S

In Tjosvold D; Wisse B (eds), Power and interdependence in organizations, Cambridge UK: Cambridge University Press, 2009

2008

Critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes

Giá máy bắn cáBehfar K J; Peterson R S; Mannix E A; Trochim W M K

Journal of Applied Psychology 2008 Vol 93:1 p 170-188

2007

Bullies need not apply

Peterson R S

Giá máy bắn cáBusiness Strategy Review 2007 Summer p 73-76

Does one rotten apple spoil the barrel? Using a configuration approach to assess the conflict-inducing effects of a high neuroticism team member

Peterson R S; Davidson J; Moynihan L M

In Behfar K & Thompson L eds., Conflict in organizational groups, pp93-112, Evanston IL: Northwestern University Press, 2007

Paradox of conflict in groups: conflict with trust is the basis for deep level cooperation in work groups

Ronson S; Peterson R S

In Sullivan B A; Snyder M; Sullivan J L eds., Cooperation: The political psychology of effective human interaction, pp181-198, Malden MA: Blackwell, 2007

2006

Choosing between a rock and a hard place when data are scarce and the questions important: reply to Hollenbeck, DeRue, and Mannor

Peterson R S; Smith D B; Martorana P V

Journal of Applied Psychology 2006 Jan Vol 91:1 p 6-8

Cultural intelligence and the multinational team experience: does the experience of working in a multinational team improve cultural intelligence?

Moynihan L; Peterson R S; Earley P C

In Mannix E A; Neale M A; Chen Y-R eds., Research on managing groups and teams: national culture,Vol 9 pp279-304, Elsevier, 2006

Exploring new aspects of multinational teams

Giá máy bắn cáMoynihan L; Peterson R S; Earley P C

In Chen Y R and Mannix E eds., Research in the management of groups and teams, JAI Press, 2006

Key role of personal values in decoupling task conflict from relationship conflict

Peterson R S; et al.

Best proceedings of the Academy of Management

When to let them duke it out

Simons T; Peterson R S

Giá máy bắn cáHarvard Business Review 2006 June p 23-24

2005

Executive derailment

Ronson S; Peterson R S

in Nicholson N, Audia P and Pillutla M eds., Blackwell encyclopedia of management: organisational behavior, Blackwell, 2005

Group cohesiveness

Peterson R S; Ronson S

in Nicholson N, Audia P and Pillutla M eds., Blackwell encyclopedia of management: organisational behavior, Blackwell, 2005

Group dynamics

Peterson R S; Ronson S

in Nicholson N, Audia P and Pillutla M eds., Blackwell encyclopedia of management: organisational behavior, Blackwell, 2005

Group norms

Peterson R S; Ronson S

in Nicholson N, Audia P and Pillutla M eds., Blackwell encyclopedia of management: organisational behavior, Blackwell, 2005

Group roles

Peterson R S; Ronson S

in Nicholson N, Audia P and Pillutla M eds., Blackwell encyclopedia of management: organisational behavior, Blackwell, 2005

Look at groups from the functional perspective

Giá máy bắn cáPeterson R S; et al.

in Poole M S and Hollingshead A B eds., Theories of small groups: an interdisciplinary perspective, p 21-62, Sage, 2005

2004

Elusive cultural chameleon: cultural intelligence as a new approach to intercultural training for the global manager

Giá máy bắn cáEarley P C; Peterson R S

Academy of Management Learning and Education 2004 Vol 3 p 100-115

Functional perspective as a lens for understanding groups

Peterson R S; et al.

Small Group Research 2004 Vol 35 p 17-42

Leadership as group regulation

Giá máy bắn cáPeterson R S; Behfar K J

Giá máy bắn cáin Messick D and Kramer R eds., Psychology of leadership: new perspectives and research, p 143-162, Erlbaum, 2004

Role of personality in group processes

Moynihan L; Peterson R S

in Schneider B and Smith D B eds., Personality and organizations, p 317-345, Lawrence Erlbaum Associates, 2004

2003

Dynamic relationship between performance feedback, trust and conflict in groups: a longitudinal study

Peterson R S; Behfar K J

Organizational Behavior and Human Decision Processes 2003 Vol 92:1-2 p 102-112

Fear and loving...

Peterson R S

Financial Times 2003 Nov 15

Leading and managing people in dynamic organizations: emerging themes from a new paradigm

Peterson R S; Sancovich A C

in Peterson R S and Mannix E A eds., Leading and managing people in dynamic organizations, p 253-261, Erlbaum, 2003

2002

Group dynamics q-sort in communication research

Peterson R S

Giá máy bắn cáin Frey R ed., New directions in group communication research, p 79-96, Sage, 2002

Leading organizational change: a comparison of county and campus views of extension engagement

Franz N K; Peterson R S; Dailey A L

Journal of Extension 2002 Vol 40:3

Review of Turner M E, 'Groups at work: theory and research'

Giá máy bắn cáPeterson R S; Tetlock P E

Giá máy bắn cáAdministrative Science Quarterly 2002 Vol 47 p 178-181

The group dynamics q-sort in group communication research

Giá máy bắn cáPeterson R S

2002

2001

Contingent configuration approach to understanding the role of personality in organizational groups

Moynihan L; Peterson R S

Research in Organizational Behavior 2001 Vol 23 p 327-378

Managing conflict in your team

Peterson R S

London Business School Alumni News 2001 Vol 91 p 23

Toward a more deontological approach to the ethical use of social influence

Peterson R S

in Darley J, Messick D and Tyler T R eds., Social influences on ethical behavior in organizations, p21-36, Erlbaum, 2001

Review of Kramer R M and Neale M A eds., 'Power and influence in organizations'

Giá máy bắn cáPeterson R S

Administrative Science Quarterly 2000 Vol 45:1 p 160-162

Task conflict and relationship conflict in top management teams: the pivotal role of intragroup trust

Simons T L; Peterson R S

Journal of Applied Psychology 2000 Vol 85 p 102-111

1999

Can you have too much of a good thing?: the limits of voice in improving satisfaction with leaders

Peterson R S

Giá máy bắn cáPersonality and Social Psychology Bulletin 1999 Vol 25 p 313-324

Cause or effect?: an investigation of the relationship between top management team group dynamics and organizational performance

Peterson R S; Owens P D; Martorana P V

in Wageman R ed., Groups in context, p 49-69, JAI Press, 1999

Group dynamics q-sort in organizational research: a new method for studying familiar problems

Giá máy bắn cáPeterson R S; Owens P D; Martorana P V

Giá máy bắn cáOrganizational Research Methods 1999 Vol 2 p 107-136

1998

Group dynamics in top management teams: groupthink, vigilance and alternative models of organizational failure and success

Giá máy bắn cáPeterson R S et al.

Giá máy bắn cáOrganizational Behavior and Human Decision Processes 1998 Vol 73 p 272-305

Organizational performance and CEO personality: explaining more of the variance through top management team group dynamics

Peterson R S; Owens P D; Martorana P V

in Academy of Management Best Paper Proceedings, 1998

Task conflict and relationship conflict in top management teams: the pivotal role of intragroup trust

Giá máy bắn cáSimons T L; Peterson R S

Giá máy bắn cáin Academy of Management Best Paper Proceedings, 1998

1997

Directive leadership style in group decision making is both virtue and vice: evidence from elite and experimental groups

Peterson R S

Giá máy bắn cáJournal of Personality and Social Psychology 1997 Vol 72 p 1107-1121

1996

Focus versus flexibility: majority and minority influence can both improve performance

Peterson R S; Nemeth C J

Giá máy bắn cáPersonality and Social Psychology Bulletin 1996 Vol 22 p 14-23

Revising the value pluralism model of ideological reasoning: incorporating social content and context postulates

Giá máy bắn cáTetlock P E; Peterson R S; Lerner J S

in Seligman C, Olson J M and Zanna M P eds., Psychology of values: the Ontario symposium, Erlbaum, 1996

1994

Role of values in predicting fairness judgements and support of affirmative action

Giá máy bắn cáPeterson R S

Journal of Social Issues 1994 Vol 50:4 p 95-116

Slavery debate in antebellum America: cognitive style, value conflict and the limits of compromise

Tetlock P E; Armor D; Peterson R S

Journal of Personality and Social Psychology 1994 Vol 66:1 p 115-126

1993

Flattering and unflattering personality portraits of integratively simple and complex managers

Giá máy bắn cáTetlock P E; Peterson R S; Berry J M

Giá máy bắn cáJournal of Personality and Social Psychology 1993 Vol 64 p 500-511

Politics of the American dilemma: issue pluralism

Sniderman P M; Peterson R S et al.

in Sniderman P M, Tetlock P E and Carmines E G eds., Prejudice, politics, and the American dilemma, p 212-236, Stanford University Press, 1993

Racism and liberal democracy

Giá máy bắn cáSniderman P M; Tetlock P E; Peterson R S

Giá máy bắn cáPolitics and the Individual 1993 Vol 3 p 1-28

1992

Assessing political group dynamics: a test of the groupthink model

Giá máy bắn cáTetlock P E; Peterson R S et al.

Giá máy bắn cáJournal of Personality and Social Psychology 1992 Vol 63 p 403-425

2019

Peterson R

Peterson R; Rollins V; Fletcher C J

2018

Peterson R

Peterson R

Duke L; Peterson R

Giá máy bắn cáDuke, L; Peterson R

2003

Leading and managing people in dynamic organizations

Peterson R S; Mannix E A eds.

Erlbaum, 2003


Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

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    A key part of our Masters programmes curriculum.

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    • Executive Leadership
      Executive Leadership
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    • GLAM
      The first rule of leadership and management success is always to know your strengths and weaknesses in order to know what you offer to the people you work with, and where you need to focus effort on improvement.
      PROGRAMMES WITH THIS CORE COURSE
    • Personal and Leadership Development
      Classic time management frameworks advise us to focus on the important rather than the urgent. But these frameworks seem not to be applicable to the 21st century, where technology means that we are constantly bombarded with deadlines. This talk will explain how to focus on important long-term goals but at the same time meet urgent short-term deadlines; how to use email as an effective communication tool without being overwhelmed with it; and how to outsource and automate routine tasks
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    The first step to academic excellence.

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  • Executive Education

    Short programmes offering academic excellence, global focus and exceptional diversity of perspective.

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