Rob Goffee

Emeritus Professor of Organizational Behaviour, London Business School

Rob Goffee is Emeritus Professor of Organizational Behavior at London Business School. He has led several of the School’s Major Executive Programs, acted as Chair for the Organizational Behavior Group, served as Deputy Dean and Governor, Director of the Innovation Exchange and Faculty Director of Executive Education.

Rob has led significant executive development and corporate change initiatives in Europe, North America and Asia. His work has covered a range of industries with a focus on leadership, change, board dynamics and corporate performance. His consulting clients have included Anglo-American, Arup, Axa, Electronic Arts, GE, Heineken, IHG, Investec, KPMG, Legal and General, LVMH, MLIM, Nestle, New York Life, Rexam, Roche, Royal Mail, Singapore Airlines, Smiths Group, Sonae, Time, Warner and Unilever.

Rob has published ten books and over one hundred articles in the areas of entrepreneurship, managerial careers, organization design, leadership and corporate culture.

His books include The Entrepreneurial Middle Class, Women in Charge, Entrepreneurship in Europe, Reluctant Managers, Corporate Realities, The Character of a Corporation, Why Should Anyone Be Led By You? and Clever - Leading your Smartest Most Creative People. His most recent book, co-authored with Gareth Jones, is Why Should Anyone Work Here? published by Harvard Business School Press in November 2015.

His articles feature in Harvard Business Review, Leader to Leader, European Business Forum, Business Strategy Review, Management Today, People Management and The Financial Times. He is the recipient of several teaching excellence awards and has contributed as a Keynote Speaker to conferences all over the world. “Why should anyone be led by you?” won the McKinsey Award for best article in Harvard Business Review and ranks as one of the magazine’s all-time best-selling articles. Rob is a regular contributor to TV and radio business programs.


The world of work is transforming – and with it, the demands of leadership. Career patterns are changing, there are generational differences in work expectations and growing numbers of “clever” employees. At the same time sources of organizational cohesion are altering and trust levels falling.

These shifts make leadership more important – and yet more difficult.

But what do we know about leadership? The search for a universal recipe has proved fruitless. Leadership varies according to context - and to the demands and aspirations of those who are led.

This fast-changing reality shapes the way in which leaders seek to inspire others and how they go about creating great places to work.


  1. The central task of leadership: inspiring others to higher levels of performance
  2. The 5 skills of authentic leadership
  3. How to excite – and develop others
  4. Attracting and keeping talent by building DREAM organizations
  5. Answering 2 questions: Why should anyone be led by you? Why should anyone work here?