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The relationship of salesperson coachability, trait competitiveness, and leadership style on salesperson performance: An interactionist perspective.

机译：销售人员可教练性，特质竞争力和领导风格与销售人员绩效之间的关系：一种互动主义的观点。

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摘要

This study introduces the concept of salesperson coachability to the sales literature. Grounded in interactional psychology, the concept of coachability was adapted and applied to salespeople and tested in a sales setting to determine its effects on salesperson performance. Assessing salesperson coachability may help sales managers to make recruiting decisions, to make more effective recommendations to their existing salespeople regarding ways to enhance their interpersonal relationships, and to better predict salesperson performance.;This study conceptualized, proposed, and tested relationships among salesperson coachability, salesperson trait competitiveness, and salesperson performance in the context of two sales manager leadership styles. A reliable and valid measure of athlete coachability was adapted to assess salesperson coachability in a sales context. It was expected that salesperson performance would be highest when salespeople are highly coachable, highly competitive, and under transformational leadership. This conceptualization of how the three independent variables interact to affect the dependent variable of salesperson performance is consistent with the effect congruence pattern. In other words, the present study attempts to demonstrate that high levels of all examined independent variables are preferable and positively related to high levels of salesperson performance.;Hypotheses were tested using cross sectional survey data collected from both large and small organizations from the Health Care-Pharmaceutical industry in the United States. With a response rate of 56%, responses from 270 salespeople were used for hypothesis testing in this study. The study's adopted and adapted multi-item measures were subjected to a series of exploratory and confirmatory factor analyses to address issues of dimensionality, convergent, and discriminant validity. Hypothesized direct and moderating effects were tested using structural equation modeling and hierarchical regression resulting in general support for three out live hypotheses.;Given the ability to measure for the interactional personality variable of coachability, a shift in emphasis with respect to responsibility for salesperson performance may be in order. Extant research tends to give sales managers credit for salesperson performance and to hold managers responsible for salesperson failure. This study challenges this perspective and suggests that the salesperson is at least as responsible for their performance as is the sales manager.
机译：本研究将销售人员可指导性的概念引入到销售文献​​中。根植于交互心理学，对可指导性的概念进行了调整并应用于销售人员，并在销售环境中进行了测试，以确定其对销售人员绩效的影响。评估销售人员的可指导性可以帮助销售经理做出招聘决定，向现有销售人员提出更有效的建议，以增强他们之间的人际关系并更好地预测销售员的绩效。该研究概念化，提议并测试了销售员的可指导性之间的关系，在两种销售经理领导风格的背景下，销售人员特质竞争力和销售人员绩效。对运动员教练能力进行了可靠有效的评估，以评估销售人员在销售环境中的教练能力。可以预期，当销售人员具有高度的指导能力，高度的竞争能力和变革型领导能力时，销售人员的业绩将是最高的。这三个自变量如何相互作用以影响销售人员绩效因变量的概念与效果一致模式一致。换句话说，本研究试图证明所有检查过的独立变量都较高，并且与较高水平的销售人员绩效呈正相关。假设使用从大型和小型组织从卫生保健部门收集的横断面调查数据进行了假设检验-美国的制药业。在这项研究中，使用270名销售人员的答复率为56％，进行了假设检验。该研究采用和改编的多项目量度进行了一系列探索性和确认性因素分析，以解决维度，收敛性和判别有效性的问题。使用结构方程模型和分层回归对假设的直接和调节作用进行了测试，得到了对三个活着假设的普遍支持。鉴于能够测量可指导性的交互性人格变量，销售人员绩效责任的重点可能会发生转变保持秩序。现有的研究往往使销售经理对销售人员的表现有信誉，并使管理人员对销售人员的失败负责。这项研究对这一观点提出了挑战，并建议销售人员至少对销售绩效与销售经理同样负责。

著录项

  • 作者

    Shannahan, Kirby L. J.;

  • 作者单位

    The University of Memphis.;

  • 授予单位 The University of Memphis.;
  • 学科 Business Administration Marketing.;Business Administration Management.
  • 学位 Ph.D.
  • 年度 2006
  • 页码 152 p.
  • 总页数 152
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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