Learning orientation and leadership quality

Abstract

Purpose Although sales managers influence to a great extent their salespeople's outcomes, research examining the impact of leadership effectiveness and learning orientation in the sales department is limited. As such, an investigation of the impact of sales managers' learning values and leadership – on the grounds of goal‐setting and leader‐member exchange (LMX) theories – on salespeople's goal orientation and performance is warranted. This paper aims to investigate these issues. Design/methodology/approach To explore these issues, the author presents the extant literature on learning orientation, goal orientation and leadership quality, in an effort to provide the basis for the development of theoretical propositions. A strategic learning pathway is proposed for further research indicating that sales managers' learning orientation and leadership affect salespeople's goal orientation and performance. Practical implications Each of the underlying propositions is explored and managerial and research implications are identified. The proposed model indicates that it is vital for sales managers to pursue strategic learning and create favourable learning conditions and processes that facilitate organisational learning and change. Originality/value The research framework provides a new perspective to sales managers for strategic implementation of learning practices in the sales environment.

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