Gianpiero Petriglieri is Associate Professor of Organisational Behaviour at INSEAD, and an expert on leadership and learning in the workplace.
His award-winning research and teaching focus on what it means, and what it takes, to become a leader. He is particularly interested in the development and exercise of leadership in the age of “nomadic professionalism,” in which people have deep bonds to work but loose affiliations to organizations, and authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success.
Building on his research, Gianpiero has contributed to refining a unique approach to experiential leadership development that aims to deepen and accelerate the development of individual leaders as well as to broaden and strengthen leadership communities within and across organisations. At INSEAD, he directs the Management Acceleration Programme, the school’s flagship executive programme for emerging leaders, and chairs the initiative for Learning Innovation and Teaching Excellence.
Ask people what makes a great leader in theory, and they will often point a lofty vision. But ask them about a leader that they trusted and felt good following in reality, and they will point to something else. A sense of being reassured and challenged at once, a strong connection that that made them feel free. They will point to a leader who holds. In a new essay in the Harvard Business Review, Gianpiero explores what “holding” is, how to provide it, and why it matters more than vision in a crisis.
The COVID-19 pandemic has accelerated trends that we used to describe as the “future of work.” Trends like the questioning of the purpose of capitalism and of its leaders’ intent. Or like the remoteness of work, which has become more virtual and insecure at once. Unlike what many had predicted, however, the old future turned new normal has not made management obsolete, but it has created an opportunity to render it more human at last. Read Gianpiero’s new essays in the Harvard Business Review, examining the mid-life crisis of management, and in the Financial Times, calling for a movement (Human Relations 2.0) that would benefit businesses and society alike.
The essays are based on this academic article on the humanisation of organisation theory, and builds on Gianpiero’s recent work on defying “leaderism,” leading with care, and the importance of holding rather than vision in crises.
Gianpiero will speak on tapping the human potential in ecosystems at the 2019 Global Peter Drucker Forum.
The overarching purpose to humanise leadership informs all of Gianpiero’s leadership development work. The courses and workshops he designs and teaches build on the assumptions that (1) we learn to lead and follow through cycles of experience and reflection, and that (2) both our personal history and social context matter in determining if and when we get to lead–and how. Hence learning for leadership always needs to incorporate experience, make room for reflection, involve the whole person, and take their context fully into account. Ultimately, it needs to benefit individuals, their organisations, and society at large.
Gianpiero’s teaching builds upon his research on leadership and learning, which examines why humanising leadership matters, and how to do it, as well as what it takes for organisations, and how it will benefit them. Read more about the courses and workshops that bring his approach to life….
For research, teaching, and public engagement.