Effects of Supervisory Behavior: The Role of Individual Differences among Salespeople

Abstract

The author investigates the effects of supervisory initiation of structure and consideration on salespeople who differ in their specific self-esteem, need for clarity, sales experience, and self-perceived performance. The study findings indicate that specific self-esteem, experience, and self-perceived performance moderate the effects of supervisory behaviors on salespeople. These findings suggest that sales managers should engage in “adaptive supervision” in working with salespeople.

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