Martin Fellenz

Adjunct Professor of Leadership and Organizational Behaviour

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Martin Fellenz is Adjunct Professor of Leadership and Organizational Behaviour. His main areas of teaching include leadership development, organisational transformation, cultural change, and negotiation.

Fellenz is an experienced educator and highly skilled consultant, executive coach and facilitator. He typically consults at management board level and focuses on enabling individuals and organizations to adapt to and fully exploit environmental, strategic, and technological change. He specialises in developing the management and leadership capabilities as well as the organisational structures and cultures needed to successfully implement and manage innovation and change. His particular passion is to help individuals and teams in leveraging their existing experience and expertise to create new insights that provide them with an effective and actionable basis for sustainable value creation. He is an experienced senior executive coach and top management team advisor with clients in many countries.

For over 20 years he has been on the faculty of Trinity Business School, Trinity College Dublin, Ireland, where he has held many senior leadership positions. His work experience before entering academia includes founding and running a business, and experience as a management consultant and project leader with the IBM Consulting Group. Fellenz has extensive independent consulting and management development experience with leading international firms, government departments, and semi-state and voluntary organisations spanning a range of industries including financial services, health care, pharma, infrastructure and utilities, manufacturing, IT, food, building materials, government, and international development, among others.

His research focuses on the development of professional and leadership identities, on the behavioural and cultural aspects of organisational change and innovation, and on the organizational and behavioural aspects of service provision and service innovation, especially in financial service and health-care settings. Fellenz has written two books, Organizational Behaviour and Management, co-authored with John Martin, and The Future of Management Education, co-edited with Sabine Hoidn and Mairead Brady.

Fellenz has a PhD in organizational behaviour as well as MA and MEd (Higher Education) degrees from the Kenan-Flagler Business School at The University of North Carolina at Chapel Hill, and also holds an MBA which he earned as a Fulbright Scholar. He has received numerous teaching commendations and awards at Business School and university levels and was awarded the NAIRTL National Award for Teaching Excellence in 2012.


Academic publications
Bridging the marketing-finance divide : Use of customer voice in managerial decision-making
This study aims to provide more insight into how customer voice is captured and used in managerial decision-making at the marketing-finance interface. This study’s focus is on understanding how the...
Published 31 May 2022
Hypocrisies of fairness: Towards a more reflexive ethical base in organizational justice research and practice
Despite becoming one of the most active research areas in organizational behavior, the field of organizational justice has stayed at a safe distance from moral questions of values, as well as from ...
Published 1 March 2008
The social identity of hospital consultants as managers
Purpose: This paper aims to explore hospital consultants' social identification, in terms of perceptions of their position in society, the salient targets for their social identification and how th...
Published 22 June 2010
Work engagement as a key driver of quality of care
Purpose Against a backdrop of increased work intensification within maternity hospitals, the purpose of this paper is to examine the role of work engagement in the quality of care delivered to pat...
Published 14 June 2013
Forming the professional self: Building on the ontological perspective on professional education and development
Ontological perspectives in higher education and particularly in professional education and development have focused attention on the question of the learner’s being and becoming rather than on the...
Published 30 January 2016
Reflections on using a theory-based online simulation in classroom : Unintended consequences with obvious and hidden lessons for adopters
Deploying technology to support and improve the quality of teaching, learning and assessment in higher education offers significant opportunities. The complexity of such educational interventions, ...
Published 30 June 2019
Work engagement, job design and the role of the social context at work: Exploring antecedents from a relational perspective
Relational resources are now recognized as significant factors in workplaces and increasing attention is being given to the motivational impact of giving, in addition to receiving social support. O...
Published 1 November 2013
Personal resources and personal demands for work engagement: Evidence from employees in the service industry
Conventional studies have widely demonstrated that individuals’ engagement at work depends on their personal resources, which are affected by environmental influences, especially those derived from...
Published 1 September 2020
A deeper malaise: Rejoinder to 'The menace of misinformation: faculty misstatements in management education and their consequences'
Giacalone and Promislo’s essay on the menace of misinformation usefully discusses problems arising from faculty misstatements. However, it falls short of identifying a deeper malaise in management ...
Published 13 April 2019