Associate Professor of Management
Jennifer Overbeck joined Melbourne Business School in 2014 as an Associate Professor of Management.
After completing her PhD in Social Psychology at the University of Colorado, Jen was a postdoctoral scholar at Stanford Graduate School of Business, later holding assistant and associate professorial positions at the Marshall School of Business at the University of Southern California and David Eccles School of Business at the University of Utah.
Jen’s research, which has been published in Psychological Science, Journal of Experimental Social Psychology, Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes, and other distinguished journals, focuses on the effects of power and status on interpersonal and group dynamics, how hierarchies develop, how leaders can bolster their images, and how emotions and communication patterns affect negotiations.
Jen currently teaches Organisational Change, Negotiation, and Managing People on our Full-time, Part-time, Executive, and Senior Executive MBA programs. She also teaches Foundations of Quantitative Methods on our PhD program and a variety of Executive Education programs, including Women in Leadership and the Advanced Management Program.
Her research has been featured in the Huffington Post, New York Times, USA Today and other international publications, and she has written for Harvard Business Review.
Most Recent Research‘One for all: Social power increases self-anchoring of traits, attitudes, and emotions’, Overbeck, JR & Droutman, V, August 2013, Psychological Science, vol. 24, no. 8, pp. 1476–1476.
‘Looking down: The effect of contempt and compassion on emergent leadership categorizations’, Melwani, S, Mueller, JS & Overbeck, JR, November 2012, Journal of Applied Psychology, vol. 97, no. 6, pp. 1171–1185.
‘Status, race, and money: The impact of racial hierarchy on willingness to pay’, Ivanic, AA, Overbeck, JR & Nunes, JC, December 2011, Psychological Science, vol. 22, no. 12, pp. 1557–66.
‘Resources versus respect: Social judgments based on targets’ power and status positions’, Fragale, AR, Overbeck, JR & Neale, MA, July 2011, Journal of Experimental Social Psychology, vol. 47, no. 4, pp. 767–775.
‘I feel, therefore you act: Intrapersonal and interpersonal effects of emotion on negotiation as a function of social power’, Overbeck, JR, Neale, MA & Govan, CL, 2010, Organizational Behavior and Human Decision Processes, vol. 112, no. 2, pp. 126–139.