A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.     

Developing the social identity theory of leadership: Leader agency in leader group prototypicality

The social identity theory of leadership is a unique perspective in leadership research in capturing how responses to leadership are informed by how the leader is perceived through the lens of the group identity shared by leaders and followers. I review the theory in broad strokes to make the case that a particularly valuable future development of the theory is to complement the theory's emphasis on group member (follower) perceptions of leader group prototypicality, the extent to which the leader is perceived to embody the group identity, with theory and evidence speaking to leader agency in influencing such perceptions.     

Structural models of psychotherapy groups and their effect on inpatients with borderline personality disorders: Patients' perceptions

This research compares the way in which various group structural models affect self-understanding, interpersonal relationships and catharsis in hospitalized patients with borderline personality disorders. Each of the models is characterized by a different combination of group focus and leadership style. Three psychotherapy groups were chosen as paradigms: the dynamic psychotherapy group; the therapeutic games group, and psychodrama group. Sixty three inpatients with borderline personality disorders participated in the study. The one-way ANOVA yielded significant differences between the group models. Results of the post-hoc t-test showed that the dynamic and the games groups were perceived by the patients as more beneficial than psychodrama.     

大众与个人审美品位的认知与神经机制

大众与个人的审美品位分别代表了审美活动在个体间的一致性和差异性。将大众品位和个人品位相结合的新趋势正在挑战传统的"普遍性"审美法则,并日益凸显审美反应的个体差异。存在诸多因素可以调节大众和个人审美品位的相对比例,包括刺激类型、专业性、文化背景、先前经验和年龄等。大众与个人审美品位的神经机制中,奖赏系统和默认模式网络扮演重要角色。目前,审美品位与审美加工模型的理论关系有待进一步厘清和验证。未来相关研究可以在拓展审美对象领域、完善大众与个人审美品位与不同审美加工阶段的对应关系等方向上继续开展。     

跨文化领导模式在跨国创业不同阶段的效能转化研究

以管理心理学的领导理论为基础,采用访谈、问卷调查和统计分析等方法,探讨三种跨文化领导模式在跨国创业不同发展阶段的效能转化。主要结论有:(1)变革型领导模式、创业型领导模式和交易型领导模式在跨国创业不同阶段的作用效能存在显著差异;(2)交易型领导模式的效能在跨国创业的成长阶段相对最大,成熟阶段相对最小;(3)创业型领导模式的效能在跨国创业的扩张阶段相对最大,成熟阶段相对最小;(4)变革型领导模式的效能在跨国创业的成熟阶段相对最大,成长阶段相对最小。     

Close‐knit ties through thick and thin: Sharing social exclusion and acceptance enhances social bond

Three experiments investigated whether and why sharing experiences of social exclusion or social acceptance with others strengthens social bonds. Participants experienced either social exclusion or social acceptance alongside another co‐participant who either also experienced the same outcome, or experienced a different outcome, as them. Multilevel modeling results showed that participant dyads who shared the experience of social exclusion or social acceptance felt closer to each other than those who experienced different outcomes, and that perceived similarity mediated the effect of shared experiences on social bonds. Interestingly, participants felt closer to one another after having shared social acceptance, more so than when they have shared social exclusion. Implications of the present findings are interpreted in light of theories of social exclusion, shared experiences, and social bonding.     

The effect of trait anger and impulsiveness on ethical leadership and support for organizational change

In this study, we examine the combined effect of leader trait anger and impulsiveness (narrow neuroticism sub-factors) on ethical leadership and organization member adaptivity. Data from working leaders, their followers and direct managers provide preliminary evidence that high trait anger and high impulsiveness relates to low follower-rated ethical leadership, and low manager-rated organization member adaptivity. Similarly, there was a stronger negative association between trait anger and ethical leadership for leaders with high as opposed to low impulsiveness. Implications for research and practice are discussed.     

需求和接受的授权型领导匹配对下属工作结果的影响：情绪耗竭的中介作用

基于人-环境匹配理论和压力认知交互作用理论, 本文探讨了下属需求和接受的授权型领导匹配性对下属态度、行为和绩效的影响及情绪耗竭的中介作用。本文分别通过对150位领导与150位下属(研究1)、50位领导与243位下属(研究2)的配对样本开展两项多时点、多来源的问卷数据收集, 并采用跨层次多项式回归和响应面分析方法得出以下结论: (1)下属需求和接受的授权型领导失配会导致下属情绪耗竭; (2)相对于授权不足, 领导的过度授权更会导致下属情绪耗竭; (3)下属需求和接受的授权型领导匹配性通过作用于下属情绪耗竭进而影响下属对领导的满意度、组织公民行为和工作绩效。     

Doing it for the team: Soccer coaches' identity leadership predicts players' effort,turnover intentions,and performance

ObjectivesThe present research investigates how coaches' identity leadership predicts individual and team outcomes in soccer. Specifically, we tested hypotheses that coaches' identity leadership would be associated with players' perceptions of (a) higher team effort, (b) lower turnover intentions, (c) better individual performance, and (d) better team performance. In addition, we aimed to examine the relationship between coaches' identity leadership and increased team identification of players and the degree to which the associations of identity leadership with these various outcomes were mediated by players' strength of team identification.DesignWe conducted a cross-sectional study of male soccer players in Germany.MethodThe final sample consisted of 247 male soccer players nested in 24 teams that completed measures of their coaches' identity leadership, team identification, team effort, turnover intentions, and individual/team performance.ResultsAnalysis revealed a positive relationship between coaches' identity leadership and team effort, as well as individual and team performance. Moreover, coaches' identity leadership was associated with lower turnover intentions. There was also evidence that the relationships between identity leadership and the investigated outcomes were mediated by team identification.ConclusionsThese findings support claims that coaches' identity leadership is associated with better individual and team outcomes because it helps to build a sense of ‘we’ and ‘us’ in the team they lead.