Transformational and Transactional Leadership and Salesperson Performance

A study examines the impact of transformational and transactional leader behaviors on the sales performance and organizational citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process. Measures of 6 forms of transformational leader behavi...

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Bibliographic Details
Published in:Journal of the Academy of Marketing Science 2001-04, Vol.29 (2), p.115-134
Main Authors: MacKenzie, S. B., Podsakoff, P. M., Rich, G. A.
Format: Article
Language:English
Subjects:
Behavior
Feedback
Influence
Insurance agents & brokers
Insurance companies
Leadership
Personal selling
Professional responsibilities
Roles
Salespeople
Statistical analysis
Studies
Transformational leadership
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Summary:A study examines the impact of transformational and transactional leader behaviors on the sales performance and organizational citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process. Measures of 6 forms of transformational leader behavior, 2 forms of transactional leader behavior, trust, and role ambiguity were obtained from 477 sales agents working for a large national insurance company. Objective sales performance data were obtained for the agents, and their supervisors provided evaluations of their citizenship behaviors. The findings validate not only the basic notion that transformational leadership influences salespeople to perform "above and beyond the call of duty" but also that transformational leader behaviors actually have stronger direct and indirect relationships with sales performance and organizational citizenship behavior than transactional leader behaviors. Moreover, this is true even when common method biases are controlled.
ISSN:0092-0703
1552-7824
DOI:10.1177/03079459994506