Alan J. Dubinsky

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 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 salespeoples affective and behavioral responses.

Women And Transformational And Contingent Reward Leadership: A Multiple-Levels-Of-Analysis Perspective

This study provides a multiple-levels-of-analysis investigation of transformational and contingent reward leadership and outcomes involving female leaders. We tested multisource data from male and ...

Transformational and contingent reward leadership: Individual, dyad, and group levels of analysis

Abstract Using multiple levels of analysis in both conceptualization and testing procedures, this study sought to enhance understanding of relationships between transformational and contingent reward leadership and key consequences. Multi-source data were collected from a sample of salespersons, their superiors (sales managers), and company records. Confirmatory factor analysis using LISREL and Within and Between Analysis (WABA) procedures were conducted. Contrary to the hypotheses that included levels of analysis specifications, dyad-level effects and group-level effects were not obtained. Results indicated that relationships among transformational and contingent reward leadership and consequences were based solely on individual differences, individual-level effects. In other words, leaders and followers did not link in dyadic- nor group-based relationships as suggested by transformational leadership theory. Compatibility of the results with previous work and implications of the findings for future leadership research are discussed.

An examination of linkages between personal characteristics and dimensions of transformational leadership.

Recent research in organizational behavior has found that “transformational leadership” can engender improved employee work outcomes in many types of organizations. Personal characteristics of transformational leaders, however, have not been thoroughly investigated. This paper reports the findings of a study that explored relationships between personal characteristics and dimensions of transformational leadership using sales managers as the population of interest. Findings suggest that a reconceptualization of the proposed linkages may be necessary. Potential explanations for the results obtained are presented along with managerial and research implications.

Factors related to information acquisition in exporting organizations

Abstract An increasing number of small firms are moving into export operations. Accompanying this movement is the need for such businesses to acquire foreign market information to attend to export threats and opportunities. We report the results of a study that used transaction cost analysis to examine potential factors related to whether small companies utilize in-house or external sources to obtain foreign market information. Results suggest that use of internal sources is associated with a small organizations management strategy, the nature of its products, the distance from its market, and the international expertise of its employees.

Perceptions of Motivational Components: Salesmen and Saleswomen Revisited

Although empirical work has examined differences between salesmen and saleswomen on various aspects, no comprehensive study has examined gender-based distinctions in salespeoples work motivation. The paucity of research attention on this topic is surprising given the plethora of literature in organizational behavior. This paper reports the results of an investigation that explored male and female salespeoples perceptions of expectancies, instrumentalities, and valence for rewards. Findings reveal minimal contrast between the two groups. Implications for practitioners and researchers are provided.

Frequency of CRM implementation activities: a customer‐centric view

Purpose – Customer relationship management (CRM) is considered a means to create competitive advantage for a company, as well as influence organizational performance. Much research has explored CRM users point of view vis‐a‐vis successful CRM implementation, yet little concern has been shown regarding customers viewpoints toward these same actions. This is surprising given that one of the beneficiaries of CRM is the customer. This paper aims to report the results of a study that explored the gap between actual bank CRM actions and customers expectations of those actions in relation to CRM customers intention to remain in the relationship.Design/methodology/approach – This study explores the gap between actual bank CRM implementation and customers expectations of those actions in relation to customer retention using a survey method. A research model is presented to illustrate the theoretical relationships of the research.Findings – The findings indicate that an incompatibility exists between the inter...

The impact of values on salespeople's job responses: A cross-national investigation.

Abstract Although prior research has considered the impact of individuals values on employee job responses, few investigations have been directed toward assessing how values influence salespeople and none of the investigations has been cross-national. This article presents a values typology derived from social psychology and uses it to examine the impact of values on three critical job responses of sales personnel: job performance, organizational commitment, and motivation. The typology comprises seven value domains: enjoyment, security, achievement, self-direction, restrictive conformity, prosocial behavior, and maturity. Data were gathered from a survey of U.S. and Japanese field salespersons in the electronics industry. The seven value domains are hypothesized to be selectively related to the job responses under investigation. Moreover, the enjoyment, achievement, and self-direction domains are posited to have a stronger relationship with the job responses in the U.S. than in the Japanese sample. Security, restrictive conformity, and prosocial behavior domains are posited to have a stronger association with the job responses in the Japanese than in the U.S. sample. No difference between the two samples is hypothesized for the maturity/job response linkages. The findings, some of which were unexpected, indicate that values have some influence on the three job responses in the two samples. Few differences, though, were found between U.S. and Japanese salespeople.

What Marketers Can Learn from the Tin Man

Customer contact personnel (CCP) play a significant role in the success of any industrial or consumer service organization. A key task of CCP is to be attentive, respectful, empathic, and civil toward customers. Many service organizations, however, seemingly overlook this critical, yet low‐cost, approach for enhancing customer satisfaction and favorable word‐of‐mouth promotion. Using The Wizard of Oz as an allegory, discusses the importance of CCP displaying appropriate behavior toward customers and offers a process for fostering such behavior within an organization.

Differences in motivational perceptions among U.S., Japanese, and Korean sales personnel

Abstract Although substantial research attention has been devoted to motivation of salespeople, there is a paucity of empirical work examining motivational differences of sales personnel from various countries. This dearth of interest is surprising given that previous investigations in non-selling situations have found that employee motivational concerns vary across nations. This paper reports results of a study that focused on motivational perceptions among U.S., Japanese, and Korean salespersons. Findings revealed distinct differences among U.S. salespeople and their Asian counterparts. Few motivational distinctions, however, were observed between Japanese and Korean sales personnel. Managerial and research implications are also discussed. J. BUSN RES 1994. 30.175–185