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, Jennifer was a researcher at Stanford Graduate School of Business, later holding a number of assistant and associate professorial positions at the Marshall School of Business at University of Southern California and David Eccles School of Business at the University of Utah.

Jennifer’s research, which has been published in Psychological Science, Journal of Experimental Social Psychology, Journal of Personality and Social Psychology and other distinguished journals, focuses on negotiation performance and the effects of power and status on first impressions and in group settings.

Jennifer currently teaches Organisational Behaviour, Negotiation and Deal-making and Power and Politics on our MBA and Executive MBA programs. She also teaches Research Methods and Statistics on our PhD program and Advanced Management on our open Executive Education programs.

Jennifer’s writings have appeared in the Huffington Post, New York Times, USA Today and other international publications.


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.


Jennifer Overbeck
ASSOCIATE PROFESSOR OF MANAGEMENT QUALIFICATIONS PHD, UNIVERSITY OF COLORADO AT BOULDER; BA, UNIVERSITY OF HAWAII AREAS OF EXPERTISE Power, status and hierarchy, influence without authority, power over the career lifecycle, diversity, implicit bias, stereotyping and prejudice, ethics, psychology, negotiations, general management, organisational behavior, organisational change. TOPICS Policing issues, politics (government and organisational), board dynamics, race and gender discrimination. INDUSTRIES General, consulting, law, medicine, high tech. GEOGRAPHIES North America, Japan, Australia. Contact: