Garrett Brady

  • Degree Programme: PhD in Organisational Behaviour

BA (Florida State University)


Garrett Brady is a sixth-year student in Organisational Behaviour at London Business School. He holds a BA in Religion/Philosophy and a BS in Psychology from Florida State University. Garrett’s research interests are related to organisational behavior, generally, and to leadership, social hierarchy, and interpersonal influence, specifically.


Leaders are necessary and can profoundly benefit those they work for and lead. Still, many leaders choose to influence in ways that produce negative consequences for individuals, teams, and organisations. Garrett is interested in when and why leaders negatively impact the organisations they direct and the subordinates they manage. To address these questions, he invokes an evolutionary lens of social influence, with a particular focus on identifying how leaders’ influencing strategies impact those below them in the hierarchy. Additional lines of research consider the interdependent nature of social status and power, with particular focus on how possessing power or status manifests in different negotiation techniques and outcomes.


Prior to joining London Business School, Garrett worked as a Research Assistant for the Dispute Resolution Research Center (DRRC) at Northwestern University in the Kellogg School of Management. While at the DRRC, Garrett worked with Prof. Jeanne Brett and affiliated post-docs on various projects involving negotiation research and served as a Teaching Assistant for the Negotiation and Cross-Cultural Negotiation MBA level classes.


Recent Publications

  • Brady, G. L., Inesi, M. E., & Mussweiler, T. (2021). The power of lost alternatives in negotiations. Organizational Behavior and Human Decision Processes, 162, 59-80.

  • Monroe, A. E., Brady, G. L., & Malle, B. F. (2017). This isn’t the free will worth looking for: General free will beliefs do not influence moral judgments, agent-specific choice ascriptions do. Social Psychological and Personality Science, 8(2), 191-199.

Research Interests

  • Social Hierarchy
  • Leadership
  • Negotiations