Rob Goffee
Faculty Director for Executive Education, Professor of Organisational Behaviour, London Business School
Rob Goffee with his co-author Gareth Jones won the prestigious McKinsey Award for the best article in HBR, entitled, "Why Should Anyone Be Led by You?" also the title of their new book on leadership, to be published by Harvard Business School Press in 2006.
Rob Goffee is professor of organisational behaviour at
He has published seven books including Entrepreneurship in Europe; Women in Charge; Reluctant Managers; Corporate Realities and The Character of a Corporation (1998) written with Gareth Jones. More recently, again with Jones, he has turned his attention to the idea of authentic leadership.
"Delayering, downsizing, and reengineering have exacted a steep price in human capital," says Goffee. "Today's restructuring has produced not empowerment, but a sense of cynicism, betrayal and mistrust - and a climate unlikely to foster the commitment and personal risk-taking required for effective leadership."
Rob Goffee consults to the boards of a number of FTSE 100 companies.
Gareth Jones: is a visiting professor at INSEAD, the international business school in
Gareth has written a number of books, including, with Rob Goffee, The Character of the Corporation; and Why Should Anyone Be Led By You? His articles have appeared in the European Management Journal, Human Relations and in the Harvard Business Review.
Rob Goffee and Gareth Jones are the founding partners of Creative Management Associates (CMA), a consultancy focused on organisations where creativity is a source of competitive strength.
On the book of Rob Goffee and Gareth Jones - Why should anyone be led by you?
Why should anyone be led by you? At the start of the Millennium, our research was driven by this single, simple question. It had an impact. Audiences throughout the world paused for thought. Rooms fell silent as people pondered their right to lead. An article in the Harvard Business Review with the question as its title drew a flood of communication and launched us on a five-year journey.
Since then, we have talked to hundreds of leaders and their followers within the business world and beyond -- from CEOs of multinational corporations to teachers and nurses. What we learned is that to be a leader, you need vision, purpose and energy. But, to be a great leader you need to understand your differences -- your strengths and weaknesses - and, crucially, how to adapt these qualities to context.
This is a book whose genesis was driven by a question, but it is one whose fruition, we believe, provides real answers to the leadership dilemmas we face. If you are serious about leadership, don't try to be someone else: Be yourself - more - with skill.
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