A qualitative study of leader behaviors perceived to enable salesperson performance

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dc.contributor.authorPeesker, Karen M.
dc.contributor.authorRyals, Lynette J.
dc.contributor.authorRich, Gregory A.
dc.contributor.authorboehnke, Susan E.
dc.date.accessioned2021-04-15T15:48:21Z
dc.date.available2021-04-15T15:48:21Z
dc.date.issued2019-05-10
dc.description.abstractThis study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.en_UK
dc.identifier.citationPeesker KM, Ryals L, Rich GA, Boehnke SE. (2019) A qualitative study of leader behaviors perceived to enable salesperson performance. Journal of Personal Selling and Sales Management, Volume 39, Issue 4, 2019, pp. 319-333en_UK
dc.identifier.issn0885-3134
dc.identifier.urihttps://doi.org/10.1080/08853134.2019.1596816
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/16583
dc.language.isoenen_UK
dc.publisherTaylor and Francisen_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectsales leadershipen_UK
dc.subjectqualitative researchen_UK
dc.subjectsales managementen_UK
dc.subjectsales performanceen_UK
dc.subjectleadershipen_UK
dc.titleA qualitative study of leader behaviors perceived to enable salesperson performanceen_UK
dc.typeArticleen_UK

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