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Robin Martin
Robin Martin
Alliance Manchester Business School
Verified email at manchester.ac.uk
Title
Cited by
Cited by
Year
From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes.
O Epitropaki, R Martin
Journal of applied psychology 90 (4), 659, 2005
12012005
Leader–member exchange (LMX) and performance: A meta‐analytic review
R Martin, Y Guillaume, G Thomas, A Lee, O Epitropaki
Personnel psychology 69 (1), 67-121, 2016
11862016
Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time.
O Epitropaki, R Martin
Journal of applied psychology 89 (2), 293, 2004
11112004
New measures of job control, cognitive demand, and production responsibility.
PR Jackson, TD Wall, R Martin, K Davids
Journal of applied psychology 78 (5), 753, 1993
7781993
Beyond personal leader–member exchange (LMX) quality: The effects of perceived LMX variability on employee reactions
DT Hooper, R Martin
The Leadership Quarterly 19 (1), 20-30, 2008
5922008
The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification
O Epitropaki, R Martin
The Leadership Quarterly 16 (4), 569-589, 2005
5472005
Implicit leadership and followership theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings
O Epitropaki, T Sy, R Martin, S Tram-Quon, A Topakas
The Leadership Quarterly 24 (6), 858-881, 2013
5162013
The role of leader‐member exchanges in mediating the relationship between locus of control and work reactions
R Martin, G Thomas, K Charles, O Epitropaki, R McNamara
Journal of Occupational and Organizational Psychology 78 (1), 141-147, 2005
4602005
Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership
MA Hogg, R Martin, O Epitropaki, A Mankad, A Svensson, K Weeden
Personality and Social Psychology Bulletin 31 (7), 991-1004, 2005
3552005
Leader–member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review
R Martin, G Thomas, A Legood, S Dello Russo
Journal of organizational behavior 39 (2), 151-168, 2018
3152018
The impact of relational demography on the quality of leader‐member exchanges and employees' work attitudes and well‐being
O Epitropaki, R Martin
Journal of occupational and organizational psychology 72 (2), 237-240, 1999
2901999
Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes
R Martin, O Epitropaki
Group processes & intergroup relations 4 (3), 247-262, 2001
2882001
Advanced manufacturing technology, work design, and performance: A change study.
TD Wall, JM Corbett, R Martin, CW Clegg, PR Jackson
Journal of Applied Psychology 75 (6), 691, 1990
2851990
Transformational–transactional leadership and upward influence: The role of relative leader–member exchanges (RLMX) and perceived organizational support (POS)
O Epitropaki, R Martin
The Leadership Quarterly 24 (2), 299-315, 2013
2772013
Uncertainty and the influence of group norms in the attitude–behaviour relationship
JR Smith, MA Hogg, R Martin, DJ Terry
British Journal of Social Psychology 46 (4), 769-792, 2007
1812007
A review of leader–member exchange research: Future prospects and directions
R Martin, O Epitropaki, G Thomas, A Topakas
International review of industrial and organizational psychology 2010 25, 35-88, 2010
1732010
Advanced manufacturing technology and work design: Towards a theoretical framework
TD Wall, JM Corbett, CW Clegg, PR Jackson, R Martin
Journal of Organizational Behavior 11 (3), 201-219, 1990
1671990
Job and work design.
TD Wall, R Martin
John Wiley & Sons, 1987
1671987
Social cognition in leader–follower relationships: Applying insights from relationship science to understanding relationship‐based approaches to leadership
G Thomas, R Martin, O Epitropaki, Y Guillaume, A Lee
Journal of Organizational Behavior 34 (S1), S63-S81, 2013
1642013
Majority versus minority influence, message processing and attitude change: The source‐context‐elaboration model
R Martin, M Hewstone
Advances in experimental social psychology 40, 237-326, 2008
1612008
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