New Directions in Sales Leadership Research

By T. N. Ingram, R. Laforge, William B. Locander, Scott B. MacKenzie, Philip M. Podsakoff. Journal of Personal Selling & Sales Management, 2005

140 citations recorded by the source corpus.

The changing environment facing sales organizations is characterized by the dimensions of complexity, collaboration, and accountability. Responding effectively to this dynamic environment requires a focus on specific leadership activities by senior sales leaders, field sales managers, and salespeople. A sales leadership framework is presented and used to identify and discuss specific leadership challenges and important research questions at different sales organization levels. Several new directions for sales leadership research are proposed to improve sales leadership thought and practice.

Subfields: Management Information Systems, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/131ada1bb854be2768610c5cc2c1595f45c50503

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Fernando Jaramillo
2. Charles H. Schwepker
3. R. Schultz
4. J. W. Peachey
5. D. Parris
6. B. Bande

In Management of Technology and Innovation

1. Fernando Jaramillo
2. James A. Roberts
3. Richard Boyatzis

In Organizational Behavior and Human Resource Management

1. Fernando Jaramillo
2. James A. Roberts
3. L. Chonko
4. Douglas B. Grisaffe
5. R. Massa
6. D. Good
7. Richard Boyatzis
8. Charles H. Schwepker

Citations in the corpus

• Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention (2009, background): “In their review of the sales leadership literature, Ingram et al. (2005) found several leadership styles that stress the importance of appreciating and valuing people.”
• Sales Force Effectiveness: A Framework for Researchers and Practitioners (2008, background): “2005) or leadership (Ingram et al. 2005); or on a subset of closely related drivers such as salesperson selection, training and development (Cron et al.”
• Emotional, Social, and Cognitive Intelligence and Personality as Predictors of Sales Leadership Performance (2012, background): “Sales leadership is “the leadership activities performed by those in a sales organization to influence others to achieve common goals for the collective good of the sales organization and company” (Ingram et al., 2005, p. 137).”
• Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction (2012, unknown): “tionship between leaders and employees [1].”