.

Professor Robin Martin

Robin Martin
Robin Martin

Work & Organisational Psychology Group

 

Phone:+44(0)121 204 4293

Email: r.martin@aston.ac.uk

Room: SW724

Current Position

Professor of Social and Organisational Psychology, Aston Business School

Positions Held

  • May 2000 - August 2006: Associate Professor of Psychology and Director of Center for Organisational Psychology, School of Psychology, University of Queensland, Brisbane, Australia

  • June 1998 - May 2000: Senior Lecturer in Psychology, School of Psychology, Cardiff University, Cardiff

  • January 1996 - May 1998: Lecturer in Psychology, School of Psychology, Cardiff University, Cardiff

  • October 1990 - December 1995: Lecturer, Department of Psychology, University of Wales, Swansea

  • October 1985 - September 1990: Research Fellow, MRC/ESRC Social and Applied Psychology Unit, University of Sheffield, Sheffield

Education

  • 1982 - 1985: PhD in Social Psychology, Open University, Milton Keynes, (Thesis: Social Categorization and Minority Influence)

  • 1979 - 1982: B.A. (Hons) in Psychology, Plymouth University, Plymouth

Research Interests

  • Social influence processes, especially from numerical majorities and minorities

  • Persuasion and attitude change

  • Workplace leadership

  • Motivation

  • Teamworking

  • Innovation

Book

Martin, R. & Hewstone, M. (Eds.) (2010).  Minority influence and innovation: Antecedents, processes and consequences.  Hove, E. Sussex: Psychology Press. (to be translated into Greek by Pedio Publishing, S.A.)

Refereed Journals and Annuals

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, 299-315.

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, 551-556.

Thomas, G., Martin, R., & Riggio, R.E. (2013). Leading groups: Leadership as a group process. Group Processes and Intergroup Relations,16, 3-16.

Yeow, J., & Martin, R (2013). The role of self-regulation in developing leaders: A longitudinal field experiment. Leadership Quarterly, in press.

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, 647-672.

Senior, C., Martin, R., Thomas, G., Topakas, A., West, M., & Yeates, R. (2012).  Developmental stability and leadership effectiveness. Leadership Quarterly, 23, 281-291.

Senior C, Martin R, West MA & Yeats R. (2011).  How can earlobes signal leadership potential? Harvard Business Review, 89, 32.

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.

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.

Jackson, 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, 100, 283-312.

Hooper, D., & Martin, R. (2008). Beyond personal Leader-Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions. Leadership Quarterly, 19, 20-30.

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.

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.

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.

Sumner-Armstrong, C., Newcombe, P., & Martin, R. (2008).  A qualitative investigation into leader behavioural flexibility. Journal of Management Development, 27, 843-857.

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.

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.

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.

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.

Martin, P.Y., & Martin, R. (2006).  The effects of caffeine consumption on direct and indirect majority and minority influence. Journal of Applied Social Psychology, 36, 1961-1979.

Epitropaki, O., & Martin, R. (2005).  The role of individual differences in the relation between transformational/transactional leadership and organizational identification. Leadership Quarterly, 16, 569-589.

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.

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.

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

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 Organisational Psychology, 78, 141-147.

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.

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.

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.

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.

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.

Martin, R., Gardikiotis, A., & Hewstone, M. (2002). Levels of consensus and majority and minority influence. European Journal of Social Psychology, 32, 645-665.

Martin, R., & Epitropaki, O. (2001).  Role of organizational identification, on Implicit Leadership Theories (ILTs), transformational leadership and work attitudes. GroupProcesses and Intergroup Relations, 4, 247-262.

Martin, R., Leach, D.J., Norman, P., & Silvester, J. (2000).  The role of attributions in reactions to job relocation. Work & Stress, 14, 347-361.

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.

Martin, R. (1999).  Adjusting to job relocation: Relocation preparation can reduce relocation stress. Journal of Occupational and Organizational Psychology, 72, 231-235.

Martin, R., & Hewstone, M. (1999).  Minority influence and optimal problem-solving. European Journal of Social Psychology, 29, 825-832.

Martin, R. (1998).  Majority and minority influence using the afterimage paradigm: A series of attempted replications. Journal of Experimental Social Psychology, 34, 1-26.

Jackson, P.R., & Martin, R. (1996). The impact of just-in-time on job content, employee attitudes and well-being: A longitudinal Study. Ergonomics, 39, 1-16.

Martin, R. (1996).  A longitudinal study examining the psychological reactions of job relocation. Journal of Applied Social Psychology, 26, 265-282.

Martin, R. (1996).  Minority influence and argument generation. British Journal of Social Psychology, 35, 91-103.

Martin, R. (1995). The effects of prior moves on job relocation stress. Journal of Occupational and Organizational Psychology, 68, 49-56.

Martin, R. (1995). Majority and minority influence using the afterimage paradigm: A replication with an unambiguous blue slide. European Journal of Social Psychology, 25, 373-381.

Martin, R., & Davids, K. (1995). A longitudinal study of the effects of team building. Journal of Social Psychology, 135, 533-535.

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, 117-128.

Jackson, P.R., Wall, T.D., Martin, R., & Davids, K. (1993).  New measures of job control, cognitive demand and production responsibility. Journal of Applied Psychology, 78, 753‑762.

Davids, K., & Martin, R. (1992). Shopfloor attitudes towards advanced manufacturing technology (AMT): The changing focus of industrial conflict?  Interacting with Computers, 200‑208.

Martin, R. (1992). The effects of ingroup‑outgroup membership on minority influence when group membership is determined by a trivial categorisation. Social Behaviour and Personality, 20, 131‑142.

Davids, K., Martin, R., & McHale, S. (1991). Development training in the context of professional football. Physical Education Review, 14, 14‑23.

Davids, K., Smith, L., & Martin, R. (1991). System performance and  uncertainty in sport and industry: Controlling variance at source. Applied Ergonomics, 22, 312‑315.

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, 187‑194.

Davids, K., & Martin, R. (1990). Shopfloor rebellions. Industrial Society, March, 26‑27.

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.

Martin, R., & Wall, T.D. (1990).  Double machine operation and psychological strain. Work &  Stress, 3, 323‑326.

Wall, T.D., Corbett, J.M., Clegg, C.W., Jackson, P.R., & Martin. R. (1990).  Advanced Manufacturing Technology and Work Design: Towards a theoretical framework. Journal of Organizational Behavior, 11, 201‑219.

Wall, T.D., Corbett, J.M., Martin, R., Clegg, C.W., & Jackson, P.R. (1990). Applied Manufacturing Technology, work design and performance: A change study. Journal of Applied Psychology, 75,  691‑697.

Corbett, J.M., Martin, R., Wall, T.D., & Clegg, C.W. (1989). Technological coupling as a predictor of intrinsic job satisfaction: A replication study. Journal of Organizational Behavior, 10, 91‑ 95.

Martin, R., & Wall, T.D. (1989). Attentional demand and cost responsibility as stressors in shopfloor jobs. Academy of Management Journal, 32, 69‑86

Martin, R. (1988).  Ingroup and outgroup minorities: Differential impact upon public and private responses. European Journal of Social Psychology, 18, 39‑52.

Martin, R. (1988).  Minority influence and social categorization: A replication. European Journal of Social Psychology, 18, 369‑373.       

Martin, R. (1988).  Minority influence and 'trivial' social categorization. European Journal of Social Psychology, 18, 465‑470.

Martin, R. (1988).  Attitudes towards Advanced Manufacturing Technology (AMT): The role of AMT experience, skill level and job involvement. Social Behaviour, 3, 297‑305.

Martin, R., & Jackson, P.R. (1988).  Matching AMT jobs to people. Personnel Management, December, 48‑51.

Martin, R. (1987).  New jobs for new technology. Industrial Society, September, 34‑35.

Wall, T.D., & Martin, R. (1987).  Job and work design. International Review of Industrial and Organizational Psychology, 2, 61-91.

Book Chapters

Hewstone, M., & Martin, R.  Social influence processes. In M. Hewstone, W. Stroebe, and K. Jonas (Eds.), Introduction to social psychology: A European perspective (5th Edition).  London: Blackwell.

Martin, R.  The case and context for quality working relationships.  In C.L. Heimer-Rathbone (Ed.), Ready for change. Basingstoke: Palgrave McMillan.

Martin, R. & Hewstone, M. Minority influence: Revisiting Moscovici’s blue-green afterimage studies. In J. R. Smith and S. A. Haslam (Eds.), Refreshing social psychology. London: Sage.

Gardikiotis, A., Martin, R. & Hewstone, M. (2010).  The impact of source consensus on majority and minority influence. In R. Martin and M. Hewstone (Eds.), Minority influence and innovation: Antecedents, processes and consequences (pp. 153-174). Hove, E. Sussex: Psychology Press.

Hewstone, M., & Martin, R. (2010).  Minority influence: From groups to attitudes and back again. In R. Martin and M. Hewstone (Eds.), Minority influence and innovation: Antecedents, processes and consequences (pp. 365-394). Hove, E. Sussex: Psychology Press.

Martin, R. (2010).  Leader categorization theory. In J.M. Levine and M. A. Hogg (Eds.), Encyclopedia of Group Processes and Intergroup Relations (pp. 515-517). Thousand Oaks: Sage.

Martin, R. (2010).  Path-goal theory. In J.M. Levine and M. A. Hogg (Eds.), Encyclopedia of Group Processes and Intergroup Relations (pp. 635-636). Thousand Oaks: Sage.

Martin, R. (2010).  Vertical Dyad Linkage model (2010).  In J.M. Levine and M. A. Hogg (Eds.), Encyclopedia of Group Processes and Intergroup Relations (pp. 947-949). Thousand Oaks: Sage.

Martin, R. & Hewstone, M. (2010).  Introduction: Theory and research on minority influence. In R. Martin and M. Hewstone (Eds.), Minority influence and innovation: Antecedents, processes and consequences (pp. 3-18).Hove, E. Sussex: Psychology Press.

Martin, R., Hewstone, M., & Martin P.Y. (2010).  Consequences of attitudes changed by majority and minority influence.. In R. Martin and M. Hewstone, (Eds.) (2010), Minority influence and innovation: Antecedents, processes and consequences . Hove, E. Sussex: Psychology Press.

Hewstone, M., & Martin, R. (2008).  Social influence. In M. Hewstone, W. Stroebe, and K. Jonas (Eds.), Introduction to social psychology: A European perspective (4th edition, pp. 216-243).  London: Blackwell.

Martin, R., Hewstone, M., Martin, P.Y., & Gardikiotis, A. (2008).  Persuasion from majority and minority groups.  In W. Crano and R. Prislin (Eds.), Attitudes and attitude change (pp. 361-384). New York: Psychology Press.

Martin, R., & Hewstone, M. (2003).  Social influence processes of control and change: Conformity, obedience to authority, and innovation.  In M.A. Hogg and J. Cooper (Eds.), The Sage handbook of social psychology: Concise student edition (pp. 312-332). London: Sage.

Hooper, D., & Martin, R. (2006).  Beyond personal LMX quality: The effects of perceived LMX variability on employee reactions. In A.I. Glendon, B. Myors and B.M. Thompson (Eds.), Advances in Organizational Psychology: An Asia-Pacific Perspective. Brisbane: Australian Academic Press.

Martin, R., & Martin, P.Y. (2005).  Social influence. G. Davey (Ed.), Encyclopaedic Dictionary of Psychology (pp. 280-281). London: Hodder Arnold.

Hogg, M.A., & Martin, R. (2003).  Social identity analysis of leader-member relations:

Reconciling self-categorization and leader-member exchange theories of leadership.  In S.A. Haslam, D. van Knippenberg, M. Platow, and N. Ellemers (Eds.), Social identity at work:

Developing theory for organizational practice (pp. 139-154). Philadelphia, PA: Psychology Press.

Hogg, M.A., Martin, R., Weedon, K. (2003).  Transactional leadership and social identity. In D. van Knippenberg and M.A. Hogg (Eds.), Leadership and power: Identity processes in groups and organizations (pp. 18-33). London: Sage.

Martin, R., & Hewstone, M. (2003).  Social influence processes of control and change: Conformity, obedience to authority, and innovation.  In M.A. Hogg and J. Cooper (Eds.), SageHandbook of Social Psychology (pp. 347-366). London: Sage.

Hewstone, M., Martin, R., Hamer-Hewstone, C., Crisp, R..J., & Voci, A. (2001).  Majority-minority relations in organizations: Challenges and opportunities.  In M.A. Hogg and D. J.

Terry (Eds.), Social identity processes in organizational contexts (pp. 67-86). Hove, E.Sussex: Psychology Press.

Martin, R., & Hewstone, M. (2001).  Conformity and independence in groups: Majorities and minorities.  In. M.A. Hogg and R.S. Tindale (Eds.), Blackwell handbook of social psychology, Vol. 13: Group processes (pp. 209-234). Oxford: Blackwell

Martin, R., & Hewstone, M. (2001).  Determinants and consequences of cognitive processes in  majority and minority influence.  In J. Forgas and K. Williams (Eds.), Social influence: Direct and indirect processes (pp. 315-330). Philadelphia: Psychology Press.

Martin, R., & Hewstone, M. (2001).  Afterthoughts on after-images: A review of the literature using the afterimage paradigm in majority and minority influence.  In C. De Dreu and N. De Vries (Eds.), Group innovation: Fundamental and applied perspectives (pp. 15-39). Oxford:Blackwell.

Wall, T.D., & Martin, R. (1994). Job and work design.  In I.T. Robertson, and C.L. Cooper (Eds.), Key reviews in organisational behaviour: Key concepts, theories and practices revisited (pp. 158-188). Chichester, UK: Wiley.

Martin, R. (1992). Technical change and work organisation: Introduction.  In D.M. Hosking, & N. Anderson (Eds.), Organising changes and innovations: European psychological Perspectives (pp. 179-182). London: Routledge.

Martin, R., & Davids, K. (1992). Computer aided manufacturing and job design. In D.M. Hosking, and N. Anderson (Eds.), Organising changes and innovations: European psychological perspectives (240-255).  London: Routledge.

Martin, R. (1991). Working in groups.  In M.Smith (Ed.), Analysing organizational behaviour (pp. 154-177). Bassingstoke: Macmillan.

Martin, R. (1991). Influencia minoritaria y relaciones entre grupos. In S. Moscovici, G. Mugny, and J.A. Peréz (Eds.), La influencia social inconsciente: Estudios de psicologia social Experiment (pp. 107-125). Barcelona: Anthropes.

Wall, T.D., & Martin, R. (1991). Work organization for CNC drilling machines. In K. Legge, C.W. Clegg, and N.J. Kemp (Eds.), Case studies in information technology (pp. 75-83). Oxford: Basil Blackwell.

Wall, T.D., & Martin, R. (1991). Work organization for CNC drilling machines: Teachers' guide. In K. Legge, C.W. Clegg, and N.J. Kemp (Eds.), Case studies in information technology: Teachers guide. Oxford: Basil Blackwell.

Davids, K., & Martin, R. (1990). Team building in English  professional football.  In Santilli (Ed.), Sports medicine applied to football. Rome: Coni.

Martin, R. (1990).  A framework for studying the psychological effects of Advanced Manufacturing Technology. In C.M. Haslegrave, J.R. Wilson, E.N. Corlett, and I. Menenica (Eds.), Work design in practice (pp. 230-235). London: Taylor and Francis.

Martin, R. (1987).  Influence minoritaire et relations entre groupes (Minority influence and intergroup relations). In S. Moscovici and G. Mugny (Eds.), Psychologie de la conversion: etudes sur l'influence inconsciente (pp. 89-103). Cousset, Switzerland: Del Val.