Transformational Leadership: An Initial Investigation in Sales Management

Numerous conceptual and empirical articles in sales management emphasize the influence sales managers can have on various job-related responses of sales personnel, such as job satisfaction, motivation, and performance. When examining this issue, the preponderance of literature has considered a leade...

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Bibliographic Details
Published inThe Journal of personal selling & sales management Vol. 15; no. 2; pp. 17 - 31
Main Authors Dubinsky, Alan J., Yammarino, Francis J., Jolson, Marvin A., Spangler, William D.
Format Journal Article
LanguageEnglish
Published Routledge 01.01.1995
Pi Sigma Epsilon
Subjects
Job performance evaluation
Job satisfaction
Laissez faire
Leadership
Marketing
Personal selling
Role conflict
Sales management
Sales personnel
Subordinate personnel
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Summary:Numerous conceptual and empirical articles in sales management emphasize the influence sales managers can have on various job-related responses of sales personnel, such as job satisfaction, motivation, and performance. When examining this issue, the preponderance of literature has considered a leadership style where sales managers clarify for and communicate to salespeople the selling role and indicate to them how they can receive valued organizational rewards in exchange for successful performance (i.e., "transactional leadership"). Recent research in organizational behavior has found that an alternate leadership approach-"transformational leadership"-can engender improved work-related responses of employees over those produced through transactional leadership. This paper reports results of a study, however, which found that a transactional approach may be preferable to a transformational style for enhancing salespeople's affective and behavioral responses.
ISSN:0885-3134
1557-7813
DOI:10.1080/08853134.1995.10754018