Sales Manager Behavior Control Strategy and its Consequences: The Impact of Manager Gender Differences

By N. Piercy, D. Cravens, N. Lane. Journal of Personal Selling & Sales Management, 2003

103 citations recorded by the source corpus.

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.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5b2d6cb280a44d007df5cb9ca43d1e5fe293634c

How researchers see this paper

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

In Gender Studies

1. Ellen Bolman Pullins
2. Michael Mallin

In Organizational Behavior and Human Resource Management

1. Bruno Lussier
2. Nathaniel N. Hartmann
3. Willy Bolander
4. Ellen Bolman Pullins
5. Michael Mallin

In Sociology and Political Science

1. Nathaniel N. Hartmann
2. Willy Bolander
3. Ellen Bolman Pullins
4. Michael Mallin

Citations in the corpus

• The moderating effect of control systems on the relationship between commission and salesperson intrinsic motivation in a customer oriented environment (2009, methodology): “The purpose of our study was to apply a limited test to some of the CET based propositions developed by Pullins (2001) and show that in a relationship selling environment, commission compensation represents a performance contingent reward for a salesperson and that sales control systems may focus pe”
• Curbing the Undesirable Effects of Emotional Exhaustion on Ethical Behaviors and Performance: A Salesperson–Manager Dyadic Approach (2019, background): “(2009) show that ethical climate positively influences job satisfaction, which leads to increased self-reported performance (Piercy et al. 2003).”