The Sales Manager's Bases of Social Power and Influence upon the Sales Force

Paul Busch

135 citations0/0 files storedJournal of Marketing

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Motivation

Abstract

The relationships between the sales manager's social power bases and the salesperson's satisfaction with supervision, role clarity, and propensity to leave the organization are empirically analyzed. In addition, the influence of the salesperson's sex, age, and time on the job upon the sales manager-salesperson power relationship is explored.

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References

1962Power-Dependence Relations 1986The Bases of Social Power 2007The concept of power 1969The measurement of satisfaction in work and retirement: A strategy for the study of attitudes.1974Power in a Channel of Distribution: Sources and Consequences 1972Power Measurement in the Distribution Channel 1962PATTERNS OF LEADERSHIP BEHAVIOR RELATED TO EMPLOYEE GRIEVANCES AND TURNOVER 1976Sources of Power: Their Impact on Intrachannel Conflict

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1992The Effect of Influence Type and Performance Outcomes on Attitude toward the Influencer 1985Field studies of French and Raven's bases of power: Critique, reanalysis, and suggestions for future research.1989Psychometric assessment of a reduced version of INDSALES 1999Effects of perceived power of supervisor on subordinate stress and motivation: the moderating role of subordinate characteristics 1996Leadership, Decision Making and Performance of Sales Managers: A Multi-Level Approach 1993

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