Transformational and transactional leadership and salesperson performance
By Scott B. MacKenzie, Philip M. Podsakoff, Gregory A. Rich. 2001
1,012 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ad40dd010dbd6895154b8f09d94671f4e0953dab
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Information Systems and Management
- Fernando Jaramillo
- James Deconinck
- Jay P. Mulki
- Aichia Chuang
- T. Judge
- Shankar Ganesan
- Christian Schmitz
- E. Vigoda-Gadot
In Organizational Behavior and Human Resource Management
- James Deconinck
- E. Vigoda-Gadot
- Jay P. Mulki
- Fernando Jaramillo
- T. Judge
- Adam M. Grant
- Aichia Chuang
- Staale Einarsen
Citations in the corpus
- Is avoidant leadership a root cause of subordinate stress? Longitudinal relationships between laissez-faire leadership and role ambiguity (2014, background): “MacKenzie, Podsakoff, and Rich (2001) found comparable correlations (−.48) between core transformational leadership and role ambiguity.”
- Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, positive): “This is consistent with the findings in the literature (e.g. Lam & Schaubroeck, 2000; MacKenzie et al., 2001), showing that in settings where the team members themselves are expected to perform person-focused behaviors towards their customers, team leaders need to empower, inspire, and serve as…”
- Confucian and Taoist Work Values: An Exploratory Study of the Chinese Transformational Leadership Behavior (2013, methodology): “The second component of transformational leadership is high-performance expectations, in which followers are inspired to perform beyond normal expectations to achieve the appealing future through enthusiasm and optimism (MacKenzie et al. 2001).”
- Managing Customer and Organizational Complexity in Sales Organizations (2014, methodology): “Research has shown that such transactional leadership behavior (TLB) offers clarity about expectations and instrumentality for reaching performance objectives (e.g., MacKenzie, Podsakoff, and Rich 2001).”
- Motivational Differences Across Post-Acceptance Information System Usage Behaviors: An Investigation in the Business Intelligence Systems Context (2013, background): “…in exploring and learning when using IS (IMkw) and the enjoyment derived from simply interacting with IS for hedonic fun (IMst) may possibly induce employees’ experimentation or even entertainment, thereby distracting them from performing RTN (MacKenzie et al. 2001, Starbuck and Webster 1991).”
- An empirical test of trust-building processes and outcomes in sales manager-salesperson relationships (2003, background): “The findings of Mackenzie, Podsakoff, and Rich (2001) observing leader behavior over time suggest that such behavior influences the development of trust.”