Leadership style,salesperson's work effort and job performance: the influence of power distance |
| |
Authors: | Jay P. Mulki Barbara Caemmerer Githa S. Heggde |
| |
Affiliation: | 1. Northeastern University, Boston, MA 02115, USA;2. Research Associate, University of South Australia, Australiaj.mulki@neu.edu;4. ESSCA School of Management, LUNAM University, 55 Quai Alphonse Le Gallo, 92513 Boulogne Billancourt Cedex, France;5. Welingkar Institute of Management Development and Research, Bangalore 560100, India |
| |
Abstract: | As multinational organizations increase operations in emerging economies, firms need to understand how cultural values prevailing in a host country can influence leadership practices developed and practiced in Western economies. This study explores the relationships among leadership styles and salespeople's attitudes and behaviours with data from salespeople in India with power distance measured at the individual level. Results suggest that for employees' instrumental leadership is more effective in promoting employee effort and increasing job performance. In addition, the relationship between satisfaction with supervisor and turnover intentions is weaker or insignificant, while the relationship between satisfaction with supervisor and effort is stronger for employees in higher power distance organizations. The study highlights cultural sensitivities that need to be considered in formulating an effective leadership style in emerging market contexts. |
| |
Keywords: | leadership style emerging economies national culture satisfaction job performance turnover intentions |
|
|