Leadership Practices in Sales Managers Associated with the Determinants of Salesperson Job Outcomes

• Main Authors: Yuh-jiuan Chen, 陳玉娟
• Other Authors: Hsin-hsiung Lin
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/49625947147719496774

碩士 === 大同大學 === 事業經營研究所 === 90 === In recent years, several dramatic behavioral, technological, and managerial changes force salespeople and sales managers into the recognition of more abundant preparation to accomplish the vision and tasks; thus a successful manager ought to emphasize the leadership practice. With this understanding in mind, the present study adopted the leadership dimensions proposed by Kouzes and Posner to explore the impacts of leadership practices on the dominant perceptions of salespeople including self-efficacy, role clarity, and job satisfaction. A survey was conducted. The subjects of the study came from T company, a major manufacturing conglomerate in Taiwan business in computers, communication, home appliances and heavy industry. The response rate was 33.3%. Amos statistical package was adopted to conduct analysis. This study shows that the "Enabling Others to Act" dimension has positive impacts on self-efficacy, role clarity, and job satisfaction. However, "Inspiring a Shared Vision" and "Modeling the Way" have negative influences on the three perceptions of salespeople by contraries. These findings do not bear out the original hypothesis. Finally, to probe into the possible reasons of the inconsistencies, the study resorts to Kerr and Jermier''s Substitutes for Leadership Model. The saying that in any situation leadership is always the panacea is a fallacy from the perspective of contingency theory. In fact, leadership has no influences on the performance of subordinates under a variety of conditions stemming from the leadership substitution or neutralization based on some personal, job-related, and organizational elements.