Leadership style and sales performance: a test of the situational leadership model

Article Abstract:

This paper presents an empirical examination of the Situational Leadership Model (SLM), which is used extensively in management training programs by major corporations and government agencies. Data from 675 salespersons and 41 branch managers in the insurance industry did not support the hypothesis that leadership styles prescribed by the SLM were also associated with superior sales performance. The four styles described by the SLM were also associated with an exploratory regression, in terms of their relative effects on sales performance. Agents working for managers who preferred the high-task, low-relationship style performed better than agents working for managers who preferred other styles. Some implications for future research and practice are discussed. (Reprinted by permission of the publisher.)

INSURANCE CARRIERS, Insurance industry, Surveys, Leadership, Sales managers

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The implementation of business strategies: implications for the sales function

Article Abstract:

Utilizing existing conceptual frameworks in business unit level strategies and sales management activities, a set of propositions relating the sales department's role in the strategy implementation process has been generated. The focus of this conceptualization is at the funcitonal level with specific attention on management of the sales force relative to three distinctive business unit strategies (Prospector, Differentiated Defender, and Low Cost Defender). (Reprinted by permission of the publisher.)

Methods, Management, Competition (Economics), Human resource management, Marketing

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