Herminia Ibarra
Charles Handy Chair in Organisational Behaviour; Professor of Organisational Behaviour
MA PhD (Yale)
Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School. Prior to joining LBS, she served on the INSEAD (2002-2017) and Harvard Business School (1989-2002) faculties.
An authority on leadership, Thinkers 50 ranks Herminia among the top management thinkers in the world. She is a member of the World Economic Forum’s Expert Network, a judge for the Financial Times/McKinsey Business Book of the Year Award, one of Apolitical’s 100 most influential people in gender policy, a Fellow of the British Academy, the 2018 recipient of the Academy of Management’s Scholar-Practitioner Award for her research’s contribution to management practice, and serves on the Governing Body of the London Business School.
She is the author of best-selling books including Act Like a Leader, Think Like a Leader and Working Identity: Unconventional Strategies for Reinventing Your Career. Herminia writes regularly in leading academic journals and business publications including the Harvard Business Review, Financial Times, Wall Street Journal, and New York Times and speaks internationally on leadership and organisational transformation.
A native of Cuba, Herminia received her M.A. and Ph.D. from Yale University, where she was a National Science Fellow.
- hibarra@london.edu
- +44 (0)20 7000 8909
- Herminia Ibarra CV
2023
The Leadership Odyssey
Ibarra H; Hildebrand C A; Vinck S
Harvard Business Review 2023 Vol 101:5-6 p 102-110
Reinventing Your Career in the Time of Coronavirus
Ibarra H
Harvard Business Review 2021 Spring p 104-106 Special Issue
2020
The liminal playground: identity play and the creative potential of liminal experiences
Ibarra H; Obodaru O
in Brown D A (ed.), The Oxford handbook of identities in organizations, Oxford University Press, 2020.
2019
From know-it-alls to learn-it-alls: how leaders can instil a growth mindset
Ibarra H; Rattan A
Work 2019 Summer Vol 21 p 11
Leading law firms in the digital age
Gardner H K; Ibarra H
in Normand-Hochman, R and Gardner, H (eds), Leadership for lawyers: essential leadership strategies for law firm success (2nd ed), Globe Law and Business, 2019
Take a wrecking ball to your company's iconic practices
Ibarra H
MIT Sloan Management Review 2019 October 30
The leader as coach
Ibarra H; Scoular A
Harvard Business Review 2019 November-December Vol 97:6 p 110-119
2018
Microsoft: instilling a growth mindset
Ibarra H; Rattan A
London Business School Review 2018 Vol 29:3 p 50-53
2017
How to capture value from collaboration – especially if you are skeptical about it
Gardner H K; Ibarra H
Harvard Business Review Digital Articles 2017
Impossible selves: image strategies and identity processes in women's leadership development
Ibarra H; Petriglieri J
In Storberg-Walker, J & Haber-Curran, P (eds). Theorizing women and leadership: new insights and contributions from multiple perspectives. (Part One: New concepts and theories). pp 19-36. Information Age Publishing 2017.
Underrepresentation, social networks and sense of belonging to organizational leadership domains
Brands R A; Rattan A; Ibarra H
Academy of Management Proceedings 2017 Vol 2017:1 p 12798
What worries leaders?
Peterson R S; Yueh L; Ibarra H; Vermeulen F
London Business School Review 2017
2016
Betwixt and between identities: liminal experience in contemporary careers
Ibarra H; Obodaru O
Research in Organizational Behavior 2016 Vol 36 p 47-64
Five misconceptions about networking
Ibarra H
Harvard Business Review Digital Articles 2016 18 April
Intel’s Andy Grove and the difference between good and bad fear
Ibarra H
Financial Times 2016 April 11
By being authentic, you may just be conforming
Ibarra H
Harvard Business Review Digital Articles 2015 Jan 19
Self-awareness in leadership development is sound, but insufficient
Ibarra H
Chief Learning Officer 2015 March 16
The most productive way to develop as a leader
Ibarra H
Harvard Business Review Digital Articles 2015 March 27 p 2-5
The outsight principal: becoming a better leader from the outside in
Ibarra H
Leader to Leader 2015:78 p 37-42
Why companies are so bad at treating employees like people
Ibarra H
Harvard Business Review Digital Articles 2015 Oct 29
You’re never too experienced to fake it till you learn it
Ibarra H
Harvard Business Review Digital Articles 2015 Jan 8
2014
Forget Mozart, companies now prefer a steady Salieri as CEO
Ibarra H
Financial Times 2014 Nov 3
Leadership and identity: an examination of three theories and new research directions
Ibarra H; Wittman S; Petriglieri G; Day D V
in Day, D V (ed.), The Oxford handbook of leadership and organizations. Oxford University Press 2014
What the scarcity of women in business case studies really looks like
Symons L; Ibarra H
Harvard Business Review Digital Articles 2014 Apr 28
Can companies both do well and do good
Hansen M T; Ibarra H; Peyer U
Harvard Business Review Digital Articles 2013 Jan 07
Forward
Ibarra H
in David, S; Clutterbuck, D., & Megginson, D. (Eds.).Beyond goals: Effective strategies for coaching and mentoring. Routledge, 2013
Hiring and big data: those who could be left behind
Ibarra H
Harvard Business Review Digital Articles 2013 Dec 3
How female leaders should handle double-standards
Ibarra H
Harvard Business Review Digital Articles 2013 Feb 8
The best performing CEOs in the world
Hansen M; Ibarra H; Peyer U
Harvard Business Review 2013 Vol 91:1 p 81-95
What else might I do? : focussing on past success may stand in the way of your potential
Ibarra H
Focus Magazine 2013
Women rising: the unseen barriers
Ibarra H; Ely R; Kolb D
Harvard Business Review 2013 Vol 91:9 p 60-66
2012
Despite quotas, there’s rough road ahead for women in Europe
Ibarra H
Harvard Business Review Digital Articles 2012 Nov 14
Study: women get fewer game-changing leadership roles
Silva C; Ibarra H
Harvard Business Review Digital Articles 2012 Nov 14
The best performing CEOs in China
Ibarra H; Luo R; Hansen M; Peyer U
Harvard Business Review China 2012
The best performing CEOs in Latin America
Ibarra H; Fragueiro F; Hansen M; Peyer U
Harvard Business Review Latin America 2012
The iron lady’s failed mid-career transition
Ibarra H
Harvard Business Review Digital Articles 2012 Jan 20
To close the gender gap, focus on assignments
Ibarra H
Harvard Business Review Digital Articles 2012 May 22
Why command-and-control leadership is here to stay
Ibarra H
Harvard Business Review Digital Articles 2012 Sep 20
2011
Are you a collaborative leader?
Ibarra H; Hansen M
Harvard Business Review 2011 Vol 89:7/8 p 68-74
Taking gender into account: theory and design for women's leadership development programs
Ely R; Ibarra H; Kolb D
Academy of Management Learning and Education 2011 Vol 10:3 p 474-493
Identity as narrative: a process model of narrative identity work in macro work role transition
Ibarra H; Barbulescu R
Academy of Management Review 2010 Vol 35:1 p 135-154
Identity work and play
Ibarra H; Petriglieri J
Journal of Organizational Change Management 2010 Vol 23:1 p 10-25
Identity-based leader development
Ibarra H; Snook S; Guillen L
in Nohria, N and Khurana R (eds.), Handbook of leadership theory and practice: a Harvard Business School Centennial. Harvard Business Review Press 2010
The best performing CEOs in the world
Hansen M; Ibarra H; Peyer U
Harvard Business Review 2010 Vol 88:1 p 104-113
Why men still get more promotions than women
Ibarra H; Carter N; Silva C
Harvard Business Review 2010 Vol 88:9 p 80-126
2009
Seasons of a Leader’s Development: Beyond a One-Size-Fits-All Approach to Leadership Development
Guillen L; Ibarra H
Academy of Management Proceedings 2009 Vol 2009:1
2007
How leaders create and use networks
Ibarra H; Hunter M
Harvard Business Review 2007 Vol 85:1 p 40-47
Networks and identities: reciprocal influences on career processes and outcomes
Ibarra H; Deshpande P
in Peiperl, M and Gunz H (eds.), The handbook of career studies. Sage 2007.
2006
Career change
Ibarra H
in Greenhaus, J H and Callanan G A (eds.), The encyclopedia of career development. Sage 2006.
2005
Our many possible selves
Ibarra H
in Coughlin L, Wingard E and Hollihan K (eds.), Enlightened power: how women are transforming the path to leadership. Jossey-Bass 2005.
Zooming in and out: individuals and collectivities at the new frontiers for organizational network research
Ibarra H; Kilduff M; Tsai W
Organization Science 2005 Vol 16:4 p 359-371
2004
Men and women of the corporation and the change masters: practical theories for changing times
Ibarra H
Academy of Management Executive 2004 Vol 18:2 p 108-111
2003
Lifting the corporate barriers for women.
Ibarra H
in Pickford J (eds) Mastering People Management, FT Prentice Hall, 2003
2000
Making partner: a mentor's guide to the psychological journey
Ibarra H
Harvard Business Review 2000 March-April Vol 78:2 p 146-155
1999
Provisional selves: experimenting with image and identity in professional adaptation
Ibarra H
Administrative Science Quarterly 1999 Vol 44:4 p 764-791
1997
New directions in social network research on gender and careers
Ibarra H; Smith-Lovin L
in Jackson S and Cooper C (eds.), A handbook for future research in organizational behavior. Wiley 1997. pp 361-393
Paving an alternate route: gender differences in managerial networks
Ibarra H
Social Psychology Quarterly 1997 Vol 60:1 p 91-102
1995
Gender differences in managerial behavior : the ongoing debate
Ibarra H
in Gentile M C, Managerial Excellence through Diversity, Irwin, 1995
Race, opportunity and diversity of social circles in managerial managers' networks
Ibarra H
Academy of Management Journal 1995 Vol 38:3 p 673-703
1993
Network centrality, power, and innovation involvement: determinants of technical and administrative roles
Ibarra H
Academy of Management Journal 1993 Vol 36:3 p 471-501
Personal networks of women and minorities in management: a conceptual framework
Ibarra H
Academy of Management Review 1993 Vol 18:1 p 56-87
Power, social influence and sense making: effects of network centrality and proximity on employee perceptions
Ibarra H; Andrews S
Academy of Management Journal 1993 Vol 38:2 p 277-303
1992
Homophily and differential returns: sex differences in network structure and access in an advertising firm
Ibarra H
Administrative Science Quarterly 1992 Vol 37:3 p 422-447
Structural alignments, individual strategies, and managerial action: elements towards a network theory of getting things done
Ibarra H
in Nohria N and Eccles R G (eds.), Networks and organizations: structure, form and action. Harvard Business Review Press 1992
2020
Jean-Philippe Courtois at Microsoft Global Sales, Marketing and Operations: Empowering Digital Success
Ibarra H; Jones A
2003
Working identity: unconventional strategies for reinventing your career
Ibarra H
Harvard Business Review Press, 2003
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
-
Masters Degrees core courses
A key part of our Masters programmes curriculum.
View courses Show lessShow less-
Executive Leadership
Executive Leadership -
Leading People and Organisations
Leading People and Organisations PROGRAMMES WITH THIS CORE COURSE
-
Executive Leadership
-
Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
View programmes Show lessShow less-
Accelerated Development Programme
"Attending the Accelerated Development Programme is a unique opportunity for participants to learn not only from our world-class faculty but from their fellow participants. Consequently, the way the programme is designed encourages you to get to know as many people as possible and to form a life-long network of culturally diverse peers". -
Human Resource Strategy in Transforming Organisations
"Organisations thrive when there is a strong alignment between their business goals and their people strategy. This programme will help you identify the steps and form the action plan that will take your organisation to where you want to be in the future." -
Senior Executive Programme
"Thinking strategically, developing leadership skills and managing globally are the keys to achieving and maintaining competitive advantage in a rapidly evolving marketplace". - Women in Leadership
-
Accelerated Development Programme