Sebastien Brion
Department of Managing People in Organizations
University of Navarra
Spain
Biography
Sebastien Brion is an Associate Professor of Managing People in Organizations at IESE Business School. He holds a Ph.D. in Organizational Behavior from the Haas School of Business, University of California, Berkeley. In his research, Professor Brion explores the psychological effects of power, focusing on the attainment, maintenance, and loss of power in group and organizational settings. His dissertation explored how biases in the way that powerful individuals perceive their alliances with others contribute to the loss of power. In addition, he has explored the impact of overconfidence on leadership, investigating the critical distinction between leadership emergence and leadership effectiveness. Professor Brion's research has been highlighted in numerous publications, including The Economist, Le Monde, DieWelt, and Valor Económico. At IESE, Professor Brion teaches core classes on Leadership and Human Resources Management, and electives on Power and Influence, at the MBA and Executive level. Professor Brion has taught in executive programs for firms such as L'Oreal, Santander, Nissan, NLNG (Lagos, Nigeria), and Kazakhstan Temir Zholy (National Railways of Kazakhstan). In addition, he has held a Visiting Professor position at the Tuck School of Business at Dartmouth College and has taught in executive program s for the Haas School of Business and MDE (Abidjan, Côte d?Ivoire). As part of his professional activities Professor Brion has conducted research and consulting projects in the human resources and social media industries.
Research Interest
* Power and Influence * Alliance and Coalition Formation * Groups and Teams * Accuracy and Bias in Interpersonal Perception
Publications
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Audia PG, Brion S. Reluctant to change: Self-enhancing responses to diverging performance measures. Organizational Behavior and Human Decision Processes. 2007 Mar 31;102(2):255-69.
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Overbeck JR, Tiedens LZ, Brion S. The powerful want to, the powerless have to: Perceived constraint moderates causal attributions. European Journal of Social Psychology. 2006 Jul 1;36(4):479-96.
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Anderson C, Brion S, Moore DA, Kennedy JA. A status-enhancement account of overconfidence. Journal of personality and social psychology. 2012 Oct;103(4):718.
