Open AccessAn Exploratory Salesforce Study Of The Relationship Between Leader-Member Exchange And Motivation, Role Stress, And Manager Evaluation
Author(s) -
Rosemary R. Lagace,
Steven B. Castleberry,
Rick E. Ridnour
Publication year - 2011
Publication title -
journal of applied business research
Language(s) - English
Resource type - Journals
eISSN - 2157-8834
pISSN - 0892-7626
DOI - 10.19030/jabr.v9i4.6001
Subject(s) - ambiguity , exploratory research , valence (chemistry) , psychology , quality (philosophy) , role conflict , business , social psychology , marketing , sociology , computer science , philosophy , physics , epistemology , quantum mechanics , anthropology , programming language
With the movement in the U.S. economy toward a total quality environment, there will be a greater focus on relationships building within an organization. This study sought to empirically explore the association between sales manager salesperson relationships and salesperson motivation, stress, and evaluation of the manager. Results suggest that cadres (high quality relationships) are higher on extrinsic and intrinsic instrumentality, extrinsic valence, and evaluation of their manager. Cadres are lower on the role overload, role insufficiency, role ambiguity, and role conflict. Implications of these findings and suggestions for future research are offered.