TITLE

SALES MANAGER BEHAVIOR CONTROL STRATEGY AND ITS CONSEQUENCES: THE IMPACT OF MANAGER GENDER DIFFERENCES

AUTHOR(S)
Piercy, Nigel F.; Cravens, David W.; Lane, Nikala
PUB. DATE
June 2003
SOURCE
Journal of Personal Selling & Sales Management;Summer2003, Vol. 23 Issue 3, p221
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Salesperson gender studies have consistently reported no differences. In contrast, a single-company study found several differences based on sales manager gender concerning salesperson attitudes, behavior, and outcome (Piercy, Cravens, and Lane 2001). The present research examines the sales manager gender issue across multiple companies from the perspective of sales managers. Sales units led by female managers display higher effectiveness. Female sales managers perform significantly higher levels of behavior-based control activities and display higher competence in this management approach, compared to male counterparts. There are few differences in managers' assessments of salespersons' behavior performance based on gender. Female sales managers do not show higher levels of organizational citizenship behavior as part of their management approach. Interestingly, no differences based on gender were found concerning several salesperson and organizational characteristics. These findings suggest that different selling environments are not affecting the study gender results. Several promising future research directions are discussed.
ACCESSION #
12111382

 

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