The Impact of Leader-member Exchange Relationships on the Performance Attributions of Sales Managers
Document Type
Article
Publication Date
1995
Publication Title
Journal of Personal Selling and Sales Management
ISSN
1557-7813
Abstract
This study examines the type of relationship that exists between the sales manager and subordinate (vertical exchange status), and its impact on the sales manager's attributions about the subordinate performance, as well as subsequent responses to the subordinate. Results indicate that cadres may receive preferential consideration in explaining their performance, which then impacts the sales manager's response to the salesperson. The findings imply that sales managers should be careful in assigning attributions for performance by both cadre and hired hand salespersons.
Recommended Citation
Swift, Cathy Owens, Constance Campbell.
1995.
"The Impact of Leader-member Exchange Relationships on the Performance Attributions of Sales Managers."
Journal of Personal Selling and Sales Management, 15 (4): 45-56: Taylor & Francis, Ltd..
source: https://www.jstor.org/stable/40471600
https://digitalcommons.georgiasouthern.edu/management-facpubs/104
