Sales Effort: The Intertwined Roles of the Leader, Customers, and the Salesperson

By Fernando Jaramillo, Jay P. Mulki. 2008

144 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f3e7e35b8c3a71c63eddc831b0c6daaade825b91

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Workplace isolation: salespeople and supervisors in USA (2011, background): “Self-efficacious individuals persevere in their efforts until goal completion (Jaramillo and Mulki 2008 ).”
Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict the Missing Link? (2011, methodology): “Gender may also affect stress perceptions (e.g., Liu, Spector, and Shi 2007), customer orientation (e.g., Siguaw and Honeycutt 1995), working smart (e.g., Jaramillo and Mulki 2008), and performance (e.g., Kim, Knight, and Crustsinger 2009).”
Bringing meaning to the sales job: The effect of ethical climate and customer demandingness (2013, background): “While serving demanding customers can be difficult, these challenges may bring out the salesperson's best work (Jaramillo & Mulki, 2008).”
Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict (2017, background): “On the positive side, customer demandingness increases salesperson effort (Jaramillo and Mulki 2008), creativity (Wang and Netemyer 2004), and salesperson improvization, the capacity to respond to unexpected and urgent sales situations (Banin et al. 2016).”
Mentoring functions and turnover intention: the mediating role of perceived organizational support (2016, background): “…Mobley, 1977), organizational commitment (Meyer & Allen, 1991), role stress (Johnston, Parasuraman, Futrell, & Black, 1990), leadership behavior (Jaramillo & Mulki, 2008), personorganization fit (Holtom et al., 2008), and organizational politics (Randall, Cropanzano, Bormann, & Birjulin, 1999).”
Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention (2009, background): “, Bono et al. 2007; Mulki, Jaramillo, and Locander 2006b). For example, Deeter-Schmelz, Goebel, and Kennedy (2008) studied the attributes of effective sales managers.”
Leadership style, salesperson's work effort and job performance: the influence of power distance (2015, background): “Empirical studies have confirmed that participative leadership is effective in increasing organizational commitment, job satisfaction, effort and performance (Euwema, Wendt and van Emmerik 2007; Jaramillo and Mulki 2008; Mulki, Jaramillo, and Locander 2009; Vecchio, Justin, and Pearce 2010).”
Examining the Impact of Servant Leadership on Sales Force Performance (2009, methodology): “…are happier with their jobs, become more committed to the organization, gain greater confi dence in their capabilities, and ultimately respond with additional motivation to work harder and smarter (e.g., Ingram et al. 2005; Jaramillo and Mulki 2008; MacKenzie, Podsakoff, and Rich 2001).”
Motivating Salespeople to Sell New Products: The Relative Influence of Attitudes, Subjective Norms, and Self-Efficacy (2010, background): “Scholars and managers have explored this effort–performance link in sales through an input–output framework (Jaramillo and Mulki 2008) and found that higher levels of effort lead to higher performance levels (Brown and Peterson 1994).”
Reducing Employee Turnover Intention Through Servant Leadership in the Restaurant Context: A Mediation Study of Affective Organizational Commitment (2018, background): “Specifically, supportive leaders are more likely to increase their employees’ intrinsic motivation (Jaramillo & Mulki, 2008) and job satisfaction (DeCarlo & Agarwal, 1999), and thus decrease turnover intentions (Jaramillo, Grisaffe, Chonko, & Roberts, 2009; Kim & Brymer, 2011).”
The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover among Salespeople (2009, background): “However, few studies in the sales area have examined PSS (Babin and Boles 1996; Jaramillo and Mulki 2008; MacKenzie, Podsakoff, and Rich 2001).”