The sales manager as a role model: Effects on trust, job satisfaction, and performance of salespeople

A conceptual framework that relates role-modeling behavior of sales managers to a set of key outcome variables and assesses the validity of the framework using a cross-sectional sample of salespeople and sales managers drawn from a variety of business-to-business sales organizations is developed. Fi...

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Bibliographic Details
Published in:Journal of the Academy of Marketing Science 1997-09, Vol.25 (4), p.319-328
Main Author: Rich, Gregory A
Format: Article
Language:English
Subjects:
Behavior
Hypotheses
Job satisfaction
Leadership
Learning
Management styles
Managerial skills
Managers
Marketing
Perceptions
Role models
Sales management
Sales managers
Salespeople
Statistical analysis
Studies
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Summary:A conceptual framework that relates role-modeling behavior of sales managers to a set of key outcome variables and assesses the validity of the framework using a cross-sectional sample of salespeople and sales managers drawn from a variety of business-to-business sales organizations is developed. Findings indicate that salespeople's perceptions of their managers' role-modeling behavior relate positively to trust in the sales manager and relate indirectly, through trust, to both job satisfaction and overall performance of salespeople. Empirical validity for practitioner suggestions that sales managers should lead by example, and thus should provide a model of the behavior managers desire their salespeople to enact, is provided.
ISSN:0092-0703
1552-7824
DOI:10.1177/0092070397254004