Skip to main content

Roger Lehman

Emeritus Senior Affiliate Professor of Entrepreneurship and Family Enterprise


ROGER LEHMAN is Emeritus Senior Affiliate Professor of Entrepreneurship and Family Enterprise at INSEAD’s Singapore campus where he is Director of the Executive Masters in Consulting and Coaching for Change Program. In addition, he designs and teaches in both open and company specific programs, providing a focus on executive leadership, leading innovation, personal and professional development, change management and high performance teams. In 2002 Roger was instrumental in setting up the INSEAD Global Leadership Center (IGLC) serving as its first Executive Director. As co-designer and Program Director of INSEAD’s innovative Coaching and Consulting for Change Program (CCC), he is deeply involved in supporting leadership transformational processes. In 2009 Roger navigated the CCC program through its own transformation from a non-degree executive education program into an Executive Masters Degree, resulting in the EMCCC program being offered in both Fontainebleau and Singapore and Roger’s relocation from Europe to Singapore.

Roger’s clinical, teaching and organizational consulting career spans over 35 years during which time his experience has included a variety of staff and leadership positions in both public and private institutions. Over the past 20 years his teaching
and consulting have led him to a variety of international assignments on all continents… including Antarctica. In addition to his extensive involvement in the Executive Masters Program, Roger’s current focus is on leader development in Asia and Africa.

As a result of his extremely varied academic background (anthropology, sociology, clinical social work, psychiatry and religion, clinical and organizational psychology and psychoanalytic training) Roger brings a variety of “lenses” to his understanding of both leader and leadership development. His formal academic degrees include Masters degrees from both Rutgers (Social Work) and Princeton Theological Seminary (Psychiatry and Religion) as well as a Ph.D. from the Florida Institute of Technology (Clinical Psychology). He completed his psychoanalytic training at the Sigmund Freud
Institute, Frankfurt Germany in 1996.

He is an active member of the American Psychological Association, the International Psychoanalytic Association and the International Society for the Psychoanalytic Study of Organizations. Over the years he has been instrumental in helping to bridge the gap between the psychoanalytic and business communities. Over the years, some of Rogers clients have been the executive teams from Deutsche Bank, SAP, HSBC, BP, Church of England Bishops, JTI, the UN, Credit Suisse, as well as the Executive Management Board of LEGO. His advisory board positions include 8inc; TeamStreamz & The Sparks

When not traveling, Roger splits his time between Singapore and Europe with his wife, Tessa. They have two adult sons, one who resides in Hong Kong and the other who lives in New York City.

Latest posts

Sort by


How Biotech Firms Can Improve Cross-Functional Collaboration

O. Schiltz, R. Lehman

Optimising the R&D-to-commercialisation handover process is crucial for the survival of young biotech companies.

Leadership & Organisations

Marked for Disruption, Deep in Denial: Law Firms at a Crossroads

A. Fruehmann, R. Lehman

The greatest threat to the survival of law firms isn’t technological, but psychological.

Leadership & Organisations

How Leadership Can Emerge From the Trauma of History

E. van de Loo, L. Tcholakian, R. Lehman

Victims of intergenerational adversity can channel the darkness of the past into five uniquely positive values.
1 comment


How Your Personal Relationships Impact Your Professional Ones

Roger Lehman & Julius Koh

The roles we unconsciously adopt in significant relationships can result in struggles with colleagues, personal relationships or our careers.

Leadership & Organisations

The Value Lurking in Your “Leadership Unconscious”

Roger Lehman & Erik van de Loo

The crucial components to decision-making dilemmas may exist outside of your conscious awareness.

Leadership & Organisations

How Avoidance Destroys Strategic Initiatives

Roger Lehman & John Young

Avoidance is an extremely common response to strategic initiatives that makes executives put off critical issues. To overcome it, look out for some crucial signs.
1 comment