Robin Martin

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Profile photo of: Robin Martin Email: Show Email Address
Position: Professor of Organisational Psychology
Academic unit: People, Management and Organisations

Research Interests


Leadership development

Workplace relationships

Work design and motivation

Influence strategies



Programme involvement

Specialist fields




Publication summary




Working papers

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Showing 65 publication(s)



  • Lee, A., Martin, R., Thomas, G., Guillaume, Y., & Maio, G. (2015). Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process.The Leadership Quarterly. . Publication link: c40469ab-c68a-48a6-898f-0e82a3296d7c


  • Martin, P. Y., & Martin, R. (2013). Morningness-eveningness orientation and attitude change: Evidence for greater systematic processing and attitude change at optimal time-of-day.Personality and Individual Differences, 54(5), 551-556. . Publication link: 25bfb168-03c9-4c40-b82f-0155e036eab7
  • Thomas, G., Martin, R., Epitropaki, O., Guillaume, Y., & Lee, A. (2013). Social cognition in leader–follower relationships: Applying insights from relationship science to understanding relationship-based approaches to leadership. Journal of Organizational Behavior, 34(1), S63-S81. DOI: 10.1002/job.1889. Publication link: 141a2810-61b8-4d21-a917-d409526da1b1
  • Epitropaki, O., & Martin, R. (2013). Transformational-transactional leadership and upward influence: The role of Relative Leader-Member Exchanges (RLMX) and Perceived Organizational Support (POS).Leadership Quarterly, 24(2), 299-315. . Publication link: 699860dc-6e8c-4385-8dc5-fd99e8d9fcb0
  • Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit leadership and followership theories “in the wild”: From individual to network schemas.The Leadership Quarterly, 24, 858-881. . Publication link: f2abdd66-b514-4ecd-9e9c-3dfc626e00b4
  • Thomas, G., Martin, R., & Riggio, R. E. (2013). Leading groups: Leadership as a group process.Group Processes and Intergroup Relations, 16(1), 3-16. . Publication link: d38062ff-357a-42ce-a237-a3024fe3e217


  • Jackson, C. J., Hobman, E. V., Jimmieson, N. L., & Martin, R. (2012). Do left and right asymmetries of hemispheric preference interact with attention to predict local and global performance in applied tasks?Laterality, 17(6), 647-672. . Publication link: 44f3a703-c0ea-4989-ba18-d64cd1e04466
  • Senior, C., Martin, R., West, M. A., & Yeats, R. (2012). How can earlobes signal leadership potential?Harvard Business Review Catalog (Year), 89, 32-32. . Publication link: 1cc83544-3b66-4487-9c19-0c59cdeb699c


  • Hobman, E. V., Jackson, C. J., Jimmieson, N. L., & Martin, R. (2011). The effects of transformational leadership behaviors on follower outcomes: An identity-based analysis.European Journal of Work and Organizational Psychology, 20, 553-580. . Publication link: bf1f6234-4c53-4ecc-83ad-3bae72b4a7f2


  • Martin, R., Epitropaki, O., Thomas, G., & Topakas, A. (2010). A critical review of Leader-Member Relationship (LMX) research: Future prospects and directions.International Review of Industrial and Organizational Psychology, 25, 61-91. . Publication link: ab32dffd-fc75-485c-9814-9630403dbc65


  • Jackon, C. J., Hobman, E. V., Jimmieson, N. L., & Martin, R. (2009). Comparing different approach and avoidance models of learning and personality in the prediction of work, University and leadership outcomes.British Journal of Psychology, 283-312. . Publication link: 4e2d5b72-140a-431f-837d-9279a85cd406


  • Sumner-Armstrong, C., Newcombe, P., & Martin, R. (2008). A qualitative investigation into leader behavioural flexibility.Journal of Management Development, 27(8), 843-857. . Publication link: c8711318-a026-4503-824a-690bd9f612ac
  • Hooper, D., & Martin, R. (2008). Beyond personal Leader-Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions.The Leadership Quarterly, 19, 19-30. . Publication link: 7fd1b2cc-011f-473e-ad5d-8c7320d7a190
  • Kenworthy, J., Hewstone, M., Levine, J., Martin, R., & willis , H. (2008). The phenomenology of minority-majority status: Effects on innovation in argument generation.European Journal of Social Psychology, 38, 624-636. . Publication link: 37a6fa3e-39e1-4ac0-b7ae-83023d90f8a6
  • Martin, R., Hewstone, M., & Martin, P. Y. (2008). Majority versus minority influence: The role of message processing in determining resistance to counter-persuasion.European Journal of Social Psychology, 38, 16-34. . Publication link: 5575ea5d-08db-4532-b6e8-f205a656dbae
  • Martin, R., & Hewstone, M. (2008). Majority versus minority influence, message processing and attitude change: The Source-Context-Elaboration Model.Advances in Experimental Social Psychology, 40, 237-326. . Publication link: 46a41572-e992-4d11-bd83-9fdc6b3dc990


  • Martin, R., Hewstone, M., & Martin, P. Y. (2007). Systematic and heuristic processing of majority- and minority-endorsed messages: The effects of varying outcome relevance and levels of orientation on attitude and message processing.Personality and Social Psychology Bulletin, 33, 43-56. . Publication link: 3cdd27db-3811-433c-978b-e1f6037b81c3
  • Smith, J. R., Hogg, M. A., Martin, R., & Terry, D. J. (2007). Uncertainty and influence in the attitude-behaviour relationship.British Journal of Social Psychology, 46, 769-792. . Publication link: 0b76a765-9b5e-4f7e-8e22-a41f6d827c75
  • Martin, R., Martin, P. Y., Smith, J. R., & Hewstone, M. (2007). Majority versus minority influence and prediction of behavioral intentions and behavior.Journal of Experimental Social Psychology, 43, 763-771. . Publication link: aa2f0eb1-8f1e-4cd9-8300-3c2a63f90867
  • Martin, P. Y., Hamilton, V. E., McKimmie, B. M., Terry, D. J., & Martin, R. (2007). Effects of caffeine on persuasion and attitude change: The role of secondary tasks in manipulating systematic message processing.European Journal of Social Psychology, 37, 320-338. . Publication link: af72df36-725f-430c-bdca-561b16435d37


  • Martin, P. Y., & Martin, R. (2006). The effects of caffeine consumption on direct and indirect. Journal of Applied Social Psychology, 36, 1961-1979. . Publication link: 3f2f4d1c-cf5a-4ad3-bd42-255c6a796a48


  • Epitropaki, O., & Martin, R. (2005). The role of individual differences in the relation between transformational/transactional leadership and organizational identification.The Leadership Quarterly, 16, 569-589. . Publication link: d933fe85-af42-4dc1-ac42-0b6ee8ab9403
  • Martin, P. Y., Laing, J., Martin, R., & Mitchell, M. (2005). Caffeine, cognition, and persuasion: Evidence for caffeine increasing the systematic processing of persuasive messages.Journal of Applied Social Psychology, 35, 160-182. . Publication link: ed1f0960-bbac-4dfb-9a50-540f597fe0ff
  • Gardikiotis, A., Martin, R., & Hewstone, M. (2005). Group consensus in social influence: Type of consensus information as a moderator of majority and minority influence.Personality and Social Psychology Bulletin, 31, 1163-1174. . Publication link: 63e4aa05-073a-4c0d-b063-aa93e52af18c
  • Martin, R., Thomas, G., Charles, C., Epitropaki, O., & McNamara, R. (2005). The role of Leader-Member Exchanges in mediating the relationship between locus of control and work reactions.Journal of Occupational and Organizational Psychology, 78, 141-147. . Publication link: 5a69b3ad-c050-452a-84b2-7573571c6d9b
  • Hogg, M. A., Martin, R., Epitropaki, O., Mankad, A., Svensson, A., & Weeden, K. (2005). Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership.Personality and Social Psychology Bulletin, 31, 991-1004. . Publication link: aab853a7-938e-474e-a19a-379ae9781012
  • Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of implicit leadership theories, leader-member exchanges and employee outcomes.Journal of Applied Psychology, 90, 659-676. . Publication link: 3687ab00-57c8-49cb-8b5f-89abc1c146f7


  • Gardikiotis, A., Martin, R., & Hewstone, M. (2004). The representation of majorities and minorities in the British Press: A content analytic approach.European Journal of Social Psychology, 34, 637-646. . Publication link: 6871be27-5767-42bf-838c-da9b659f3d8c
  • Epitropaki, O., & Martin, R. (2004). Implicit Leadership Theories in applied settings: Factor structure, generalizability and stability over time.Journal of Applied Psychology, 89, 293-310. . Publication link: ddb79b15-bf93-45e9-b971-a630ca57c151


  • Martin, R., & Hewstone, M. (2003). Majority versus minority influence: When, not whether, source status instigates heuristic or systematic processing.European Journal of Social Psychology, 33, 313-330. . Publication link: 4b05aab2-39a1-4e24-9d22-8420c2d7c4b3
  • Martin, R., Hewstone, M., & Martin, P. Y. (2003). Resistance to persuasive messages as a function of majority and minority source status.Journal of Experimental Social Psychology, 39, 585-593. . Publication link: 51c86480-9d3c-4194-a65e-4ec3c934b3fd


  • Martin, R., Gardikiotis, A., & Hewstone, M. (2002). Levels of consensus and majority and minority influence.European Journal of Social Psychology, 32, 645-665. . Publication link: 16ea7d79-d319-4476-a9a9-f5afbf1c9cde


  • Martin, R., & Epitropaki, O. (2001). Role of organizational identification, on Implicit Leadership Theories (ILTs), transformational leadership and work attitudes.Group Processes & Intergroup Relations, 4, 247-262. . Publication link: 58c90b59-8f71-4d8f-9527-73a8f58c3c1b



  • Martin, R. (1999). Adjusting to job relocation: Relocation preparation can reduce relocation stress.Journal of Occupational and Organizational Psychology, 72, 231-235. . Publication link: 344cdd69-1698-4241-be84-30c158c51985
  • Martin, R., & Hewstone, M. (1999). Minority influence and optimal problem-solving.European Journal of Social Psychology, 29(5-6), 825-832. . Publication link: a17090d4-4e56-4685-b793-96f8aa955eec
  • Epitropaki, O., & Martin, R. (1999). The impact of demography on the quality of leader-member exchanges (LMX) and employees’ work attitudes and well-being.Journal of Occupational and Organizational Psychology, 72, 237-240. . Publication link: b717a1a3-345a-4ab7-a63a-0a852edf3290


  • Martin, R. (1998). Majority and minority influence using the afterimage paradigm: A series of attempted replications.Journal of Experimental Social Psychology, 34(1), 1-26. . Publication link: 34facdb8-7bd6-466a-8e7e-63ba7a322165


  • Martin, R. (1996). A longitudinal study examining the psychological reactions of job relocation.Journal of Applied Social Psychology, 26(3), 265-282. . Publication link: a95e588e-de4e-4b02-93c2-03db54e52930
  • Jackson, P., & Martin, R. (1996). The impact of just-in-time on job content, employee attitudes and well-being: A longitudinal Study.Ergonomics, 39(1), 1-16. . Publication link: 3324f747-26d8-49f7-afeb-26adde17dc2c


  • Martin, R. (1995). The effects of prior moves on job relocation stress.Journal of Occupational and Organizational Psychology, 68(1), 49-56. . Publication link: c34a18c7-528c-4044-8bad-d57a51f1fb85
  • Martin, R. (1995). Majority and minority influence using the afterimage paradigm: A replication with an unambiguous blue slide.European Journal of Social Psychology, 25(4), 373-381. . Publication link: 621ddc2c-1e23-4a49-8466-c2fb0289417e
  • Norman, P., Collins, S., Connor, M., Martin, R., & Rance, J. (1995). Attributions, cognitions and coping styles: Teleworkers' reactions to work-related problems.Journal of Applied Social Psychology, 25(2), 117-128. . Publication link: 58ed8ac8-2565-4126-a934-b9b031fc3da5
  • Martin, R., & Davids, K. (1995). A longitudinal study of the effects of team building.Journal of Social Psychology, 135(4), 533-535. . Publication link: 6c8d22e0-e299-45e4-bece-a3947ec17929


  • Jackson, P., Wall, T. D., Martin, R., & Davids, K. (1993). New measures of job control, cognitive demand and production responsibility.Journal of Applied Psychology, 78(5), 753-762. . Publication link: ae785f6c-7d19-4493-8592-9be3d8c69c01


  • Davids, K., & Martin, R. (1992). Shopfloor attitudes towards advanced manufacturing technology (AMT): The changing focus of industrial conflict?Interacting with Computers, 4(2), 200-208. . Publication link: f72f526b-9cf1-4b72-a11f-c35e8e863fe2
  • Martin, R. (1992). The effects of ingroup outgroup membership on minority influence when group membership is determined by a trivial categorisation.Social Behavior and Personality, 20, 131-142. . Publication link: c6dde517-9896-4843-9e33-091ce9be58d1


  • Davids, K., Smith, L., & Martin, R. (1991). System performance and uncertainty in sport and industry: Controlling variance at source.Applied Ergonomics, 22(5), 312-315. . Publication link: 0fe81e0f-f2b7-4b09-aef6-25957594466d
  • Davids, K., Martin, R., & McHale, S. (1991). Development training in the context of professional football.Physical Education Review, 14, 14-23. . Publication link: 9d7f1cc4-a5b6-4077-8ed3-e53848fc40fb
  • Martin, R. (1991). School children's attitudes towards computers as a function of gender, course subjects and availability of home computers. Journal of Computer Assisted Learning, 7(3), 187-194. . Publication link: 5f27d898-4046-45e1-87e8-82e83f4ea788


  • Wall, T. D., Corbett, M., Clegg, C., Jackson, P., & Martin, R. (1990). Advanced Manufacturing Technology and work design: Towards a theoretical framework.Journal of Organizational Behavior, 11(3), 201-219. . Publication link: a726f2e2-19cb-4d0c-b57d-cbfd42143357
  • Davids, K., Martin, R., & McHale, S. (1990). Managing team work in professional football: When sport and occupational psychology overlap.Research Bi Annual for Movement, 7, 1-6. . Publication link: 1024d514-5b56-4051-9c6e-6a7eb98f31aa
  • Wall, T. D., Corbett, M., Martin, R., Clegg, C., & Jackson, P. (1990). Applied Manufacturing Technology, work design and performance: A change study.Journal of Applied Psychology, 75(6), 691-697. . Publication link: d7b193ec-dc1c-4a74-a2de-6adfd2804f57


  • Corbett, M., Martin, R., Wall, T. D., & Clegg, C. (1989). Technological coupling as a predictor of intrinsic job satisfaction: A replication study.Journal of Organizational Behavior, 10(1), 91-95. . Publication link: 878b07f8-f3b5-4f44-a51a-2b8db240ca12
  • Martin, R., & Wall, T. D. (1989). Attentional demand and cost responsibility as stressors in shopfloor jobs.Academy of Management Journal,32(1), 69-86. . Publication link: 6a2f6fdf-4dce-43c6-ad0e-2a332fe94e3f


  • Martin, R. (1988). Ingroup and outgroup minorities: Differential impact upon public and private responses.European Journal of Social Psychology, 18(1), 39-52. . Publication link: 7c8453c1-510d-4d05-80a5-3518a9feb6b6
  • Martin, R. (1988). Minority influence and 'trivial' social categorization.European Journal of Social Psychology, 18(5), 465-470. . Publication link: 83a76f32-30aa-4956-8bb9-ecda36c1688a
  • Martin, R. (1988). Minority influence and social categorization: A replication.European Journal of Social Psychology, 18(4), 369-373. . Publication link: 9f8a247d-74a9-4c83-9ec7-a71d3e256e65
  • Martin, R. (1988). Attitudes towards Advanced Manufacturing Technology (AMT): The role of AMT experience, skill level and job involvement.Social Behaviour, 3, 297-305. . Publication link: e0552b8f-a189-4ceb-9906-1faa583b4218


  • Wall, T. D., & Martin, R. (1987). Job and work design.International Review of Industrial and Organizational Psychology, 2, 61-91. . Publication link: d4029dc0-7488-446a-893a-0523386887f6