Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

The impact of the crisis on the Orthodox Church of Greece: a moment of challenge and opportunity?

This article explores the impact of the economic crisis on the Orthodox Church of Greece (OCG). The first three parts of the article set the current stage by offering a short overview of the crisis and the response of the OCG through its charitable social welfare activities. The fourth part looks at church–state relations in Greece, covering more particularly its financial aspects. The fifth and final part discusses how the economic crisis has affected the OCG itself, including its own finances and governance, and sustainability and mission in the long term. Although the OCG provides social assistance to the Greek population during the economic crisis, it also finds itself very much affected by the same crisis. The economic crisis has forced the OCG to reduce its operating costs while at the same time continue its extensive social work. The crisis has also prompted public debates and questions about the finances of the OCG. This situation may gradually force either the Greek state or the OCG, or perhaps both, to rethink their relationship in the future.