Primary Interests:
- Aggression, Conflict, Peace
- Group Processes
- Organizational Behavior
- Personality, Individual Differences
- Political Psychology
- Research Methods, Assessment
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Randall S. Peterson
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Randall S. Peterson is Professor and Chair of Organisational Behaviour at London Business School. He teaches executive and MBA classes on leading teams and organisations, high performance teams, leadership assessment and interpersonal skill development. He has been invited to teach and consult in these areas across the world for companies such as Alcan, Barclays, Deutsche Bank, Emirates Bank, IBM, Nestlé, and Telenor. Dr. Peterson is also faculty director of the High Performance People Skills programme and the leadership week of the Accelerated Development Programme, flagship Executive Education programmes at London Business School. In addition, he has taught the HPPS programme at the Indian School of Business in Hyderabad, India.
Dr. Peterson's research interests focus on leadership in dynamic business environments, including an investigation of how the personality of members affects group interaction and performance, how CEO personality affects top management team interaction as well as firm performance, and the effects of conflict in groups.
Books:
Journal Articles:
- Moynihan, L. M., & Peterson, R. S. (2001). A contingent configuration approach to understanding the role of personality in organizational groups. Research in Organizational Behavior, 23, 327-378.
- Peterson, R. S. (1999). Can you have too much of a good thing? The limits of voice in improving satisfaction with leaders. Personality and Social Psychology Bulletin, 25, 313-324.
- Peterson, R. S. (1997). A directive leadership style in group decision making is both virtue and vice: Evidence from elite and experimental groups. Journal of Personality and Social Psychology, 72, 1107-1121.
- Peterson, R. S., & Behfar, K. J. (2003). The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study. Organizational Behavior and Human Decision Processes, 92, 102-112.
- Peterson, R. S., & Nemeth, C. J. (1996). Focus versus flexibility: Majority and minority influence can both improve performance. Personality and Social Psychology Bulletin, 22, 14-23.
- Peterson, R. S., Owens, P. D., & Martorana, P. V. (1999). The group dynamics q-sort in organizational research: A new method for studying familiar problems. Organizational Research Methods, 2, 107-136.
- Peterson, R. S., Owens, P. D., Tetlock, P. E., Fan, E., & Martorana, P. (1998). Group dynamics in top management teams: Groupthink, vigilance and alternative models of organizational failure and success. Organizational Behavior and Human Decision Processes, 73, 272-305.
- Peterson, R. S., Smith, D. B., Martorana, P. V., & Owens, P. D. (2003). The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance. Journal of Applied Psychology, 88, 795-808.
- Simons, T. L., & Peterson, R. S. (2000). Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust. Journal of Applied Psychology, 85, 102-111.
- Tetlock, P. E., Peterson, R. S., & Berry, J. M. (1993). Flattering and unflattering personality portraits of integratively simple and complex managers. Journal of Personality and Social Psychology, 64, 500-511.
- Tetlock, P. E., Peterson, R. S., McGuire, C., Chang, S., & Feld, P. (1992). Assessing political group dynamics: A test of the groupthink model. Journal of Personality and Social Psychology, 63, 403-425.
Randall S. Peterson
London Business School
Regent's Park
London NW1 4SA
United Kingdom
Phone: 011-44-207-706-6729
Fax: 011-44-207-724-8357