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Titolo:
Transformational and transactional leadership and salesperson performance
Autore:
MacKenzie, SB; Podsakoff, PM; Rich, GA;
Indirizzi:
Indiana Univ, Bloomington, IN 47405 USA Indiana Univ Bloomington IN USA 47405 ana Univ, Bloomington, IN 47405 USA Bowling Green State Univ, Bowling Green, OH 43403 USA Bowling Green State Univ Bowling Green OH USA 43403 g Green, OH 43403 USA
Titolo Testata:
JOURNAL OF THE ACADEMY OF MARKETING SCIENCE
fascicolo: 2, volume: 29, anno: 2001,
pagine: 115 - 134
SICI:
0092-0703(200121)29:2<115:TATLAS>2.0.ZU;2-I
Fonte:
ISI
Lingua:
ENG
Soggetto:
ORGANIZATIONAL CITIZENSHIP BEHAVIOR; JOB-SATISFACTION; CHARISMATIC LEADERSHIP; ROLE-CONFLICT; MARKET-RESEARCH; ROLE AMBIGUITY; META-ANALYSIS; ROLE CLARITY; SALESPEOPLE; CONSEQUENCES;
Tipo documento:
Article
Natura:
Periodico
Settore Disciplinare:
Social & Behavioral Sciences
Citazioni:
81
Recensione:
Indirizzi per estratti:
Indirizzo: MacKenzie, SB Indiana Univ, Bloomington, IN 47405 USA Indiana Univ Bloomington IN USA 47405 mington, IN 47405 USA
Citazione:
S.B. MacKenzie et al., "Transformational and transactional leadership and salesperson performance", J ACAD MARK, 29(2), 2001, pp. 115-134

Abstract

This 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 six forms of transformational leader behavior two 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 The implications of these findings for future research are discussed.

ASDD Area Sistemi Dipartimentali e Documentali, Università di Bologna, Catalogo delle riviste ed altri periodici
Documento generato il 02/04/20 alle ore 08:16:00