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.
The more the pace of business and change accelerates, the more learning at work becomes an imperative, not a cliché. But for all the rethoric about it, however, learning remains elusive in the workplace. In this new MIT Sloan Management Review article, Gianpiero reviews the difference between incremental and transformational learning, offering practical advice to make more space for both–at work and beyond.
In this Wall Street Journal essay previewing her new book, Couples That Work, Jennifer Petriglieri remembers the early days of her relationship with Gianpiero, and describes how a habit of deep conversations can set dual career couples up to thrive in love and work.
For more media coverage of Jennifer’s amazing book, visit www.jpetriglieri.com
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.