Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)

Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)

The mission of Tan Chong Motors (TCM) Sarawak was to fulfill top management’s vision for Sarawak Region Mid-Term Plan of increasing the current market share of 3.6% (for year 2011) to 24.4% by 2016. The sales management and leadership behaviors of present Heads of Branch (HOBs) were found to be inef...

Full description

Saved in:
Bibliographic Details
Main Author: Ooi, Chin Lye
Format: Thesis
Language:eng
eng
Published: 2015
Subjects:
HD28-70 Management
Industrial Management
Online Access:https://etd.uum.edu.my/5333/1/s94152.pdf
https://etd.uum.edu.my/5333/2/s94152_abstract.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.5333
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Thi, Lip Sam
Ahmad, Hartini
topic HD28-70 Management
Industrial Management
spellingShingle HD28-70 Management
Industrial Management
Ooi, Chin Lye
Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
description The mission of Tan Chong Motors (TCM) Sarawak was to fulfill top management’s vision for Sarawak Region Mid-Term Plan of increasing the current market share of 3.6% (for year 2011) to 24.4% by 2016. The sales management and leadership behaviors of present Heads of Branch (HOBs) were found to be ineffective, especially in managing and leading the sales teams to achieve the mid-term goal by Year 2016. The aim of this research was to examine factors influencing HOBs’ leadership in implementing lead management in Tan Chong Motors (TCM) Sarawak region. Hence, the major focus of this study was to examine the effectiveness of HOBs’ leadership behaviors and sales management approaches in the branch sales operation in Sarawak Region. For this purpose, an action research (AR) embedded within the conceptual framework was conducted in three cycles involving; formative evaluation, application and implementation of change by Tan Chong Motors Sarawak Region and TCM Head Quarter (HQ). Process, impact and outcome evaluation data was obtained from quantitative and a combination of qualitative approaches namely; structured interviews, participant’s observations, archival search, focus group discussion and critical incident technique. The participants of this study were HOBs of the five branches in TCM Sarawak Region. Survey was also conducted on 62 sales advisors from the respective branch. The study found that inadequacy of leadership behaviors and lack of management knowledge, lack of structured management control processes, lack of clear job scope and an inefficient Lead Management Information System were the main reasons contributing to the leadership ineffectiveness in implementation lead management in TCM Sarawak Region. With the findings of this AR, TCM HQ has adopted and standardized the four proposals made, namely to adopt farming approach of selling, to enhance Lead Management Information System, to standardize HOBs’ job scope and, to provide structured training program for all TCM HOBs
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Ooi, Chin Lye
author_facet Ooi, Chin Lye
author_sort Ooi, Chin Lye
title Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
title_short Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
title_full Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
title_fullStr Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
title_full_unstemmed Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak)
title_sort effectiveness of sales manager's leadership in implementing lead management: a case study on tan chong motors (sarawak)
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2015
url https://etd.uum.edu.my/5333/1/s94152.pdf
https://etd.uum.edu.my/5333/2/s94152_abstract.pdf
_version_ 1747827910384812032
spelling my-uum-etd.53332021-03-18T08:40:29Z Effectiveness of sales manager's leadership in implementing lead management: A case study on Tan Chong Motors (Sarawak) 2015 Ooi, Chin Lye Thi, Lip Sam Ahmad, Hartini Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD28-70 Management. Industrial Management The mission of Tan Chong Motors (TCM) Sarawak was to fulfill top management’s vision for Sarawak Region Mid-Term Plan of increasing the current market share of 3.6% (for year 2011) to 24.4% by 2016. The sales management and leadership behaviors of present Heads of Branch (HOBs) were found to be ineffective, especially in managing and leading the sales teams to achieve the mid-term goal by Year 2016. The aim of this research was to examine factors influencing HOBs’ leadership in implementing lead management in Tan Chong Motors (TCM) Sarawak region. Hence, the major focus of this study was to examine the effectiveness of HOBs’ leadership behaviors and sales management approaches in the branch sales operation in Sarawak Region. For this purpose, an action research (AR) embedded within the conceptual framework was conducted in three cycles involving; formative evaluation, application and implementation of change by Tan Chong Motors Sarawak Region and TCM Head Quarter (HQ). Process, impact and outcome evaluation data was obtained from quantitative and a combination of qualitative approaches namely; structured interviews, participant’s observations, archival search, focus group discussion and critical incident technique. The participants of this study were HOBs of the five branches in TCM Sarawak Region. Survey was also conducted on 62 sales advisors from the respective branch. The study found that inadequacy of leadership behaviors and lack of management knowledge, lack of structured management control processes, lack of clear job scope and an inefficient Lead Management Information System were the main reasons contributing to the leadership ineffectiveness in implementation lead management in TCM Sarawak Region. With the findings of this AR, TCM HQ has adopted and standardized the four proposals made, namely to adopt farming approach of selling, to enhance Lead Management Information System, to standardize HOBs’ job scope and, to provide structured training program for all TCM HOBs 2015 Thesis https://etd.uum.edu.my/5333/ https://etd.uum.edu.my/5333/1/s94152.pdf text eng public https://etd.uum.edu.my/5333/2/s94152_abstract.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Abernethy, M.A. & Brownell, P. (1999). The role of budgets in organizations facing strategic change: an exploratory study.Accounting, Organizations and Society, 24(1), 189 – 204. Abeysekera, N. & Wickramasinghe, A. (2012). Transforming nobody to somebody: Do transformational leadership and relationship marketing make a difference for sustainable marketing? International Journal of Trade and Global Markets, 5(1), 31 – 42. Accenture (2003). Selling in Turbulent Time Survey. Retrieved on August 20 2005 from http://www.accenture.com/Global/Changing Performance.htm. Cited by Longino, E. (2009) in Sales management control, territory design, sales force performance, and sales organizational effectiveness in the pharmaceutical industry, Dissertation.Com., Boca Raton, Florida. Aguinis, H., Joo, H. & Gottfredson, R.K. (2011). Why we hate performance management – And why we should love it. Business Horizons, 54(6), 503 – 507. Ahmad, Z., Kamoshida, A. and Inohara, T. (2012). The influence of organizational factors on implementing servitization strategy. The 9th International Conference on Service Systems and Service Management, 634 – 638, IEEE Conference Publications. Alkharabsheh, A., Ahmad, Z.A. & Kharabsheh, A. (2014). Characteristics of crisis and decision making styles: The mediating roles of leadership styles. International Conference on Innovation, Management and Technology Research, Malaysia, 22 – 23 September, 2013 cited in Social and Behavioral Sciences, 129, 282–288. Al-Mazrouei, H. & Pech, R.J. (2015). The expatriate as company leader in the UAE: cultural adaptation. Journal of Business Strategy, 36(1), 33 – 40. Albers, S., Mantrala, M., & Sridhar, S. (2008). A Meta-analysis ofPersonal Selling Elasticities. Marketing Science Institute. Reports (08-100). Allen, G. (2012). I think I can if you think I can: The impact of sales manager confidence in the salesperson on salesperson self-efficacy and performance. National Conference in Sales Management Proceedings, 38 – 40. Allen, N.J. & Meyer, J.P. (1996). Affective, continuance, and normative commitment to the organization: an examination of construct validity. Journal of Vocational Behavior, 49(3), 252 - 276. Alrubaiee, L. (2012). Exploring the relationship between ethical sales behavior, relationship quality, and customer loyalty. International Journal of Marketing Studies, 4(1), 7 – 25. Alrubaiee, L. & Alnazer, N. (2010). Investigate the impact of relationship marketing orientation on customer loyalty: The customer’s perspective. International Journal of Marketing Studies, 2(1), 155 – 174. Ambrose, M. & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust. Journal of Applied Psychology, 88(1), 295 – 305. Amundsen, S. & Martinsen, O.L. (2014). Self-other agreement in empowering leadership: Relationships with leader effectiveness and subordinates’ job satisfaction and turnover intention. The Leadership Quarterly, 25, 784 – 800. Anderson, J.C. & Narus, J.A. (1999). Business market management. Upper Saddle River, New Jersey, Prentice Hall. Anderson, R.E., Dubinsky, A.J. & Mehta, R. (1999). Sales Managers: Marketing’s best example of the Peter principle? Business Horizons, 42(1), 19 – 26. Anderson, E. & Onyemah, V. (2006). How right should the customer be? HarvardBusiness Review, 84 (7), 58 – 67. Anderson, R.E. & Huang, W. (2006). Empowering salespeople: Personal, managerial, and organizational perspectives. Psychology & Marketing, 23 (2), 139 – 159. Anderson, R.E., Mehta, R. & Strong, J. (1997). An empirical investigation of sales management training programs for sales managers. Journal of Personal Selling and Sales Management, 17(3), 53 – 66. Anderson R.E. & Oliver, R.L. (1987). Perspectives on behavior-based versus outcome-based sales force control systems. Journal of Marketing, 51(4), 76 – 88. Antonakis, J., Ashkanasy, N.M. & Dasborough, M.T. (2009). Does leadership need emotional intelligence? The Leadership Quarterly, 20(2), 247 – 261. Appelbaum, S.H., Degbe, M.C., MacDonald, O. & Nguyen-Quang, T. (2015). Organizational outcomes of leadership style and resistance to change. Industrial and Commercial Training, 47(2), 73 – 80. Argyle, M. (2001). The psychology of happiness. Taylor & Francis Books Ltd, London. Argyris, C. (1997). Learning and teaching: A theory of action perspective. Journal of Management Education, 21 (1), 9 – 18. Aris, A. & Mohd Fauzi K. (2009). The Impact of Path-Goal Leadership Behavior on Group Cohesiveness: A Japanese Electronic Company and Singaporean Electronic Company in Johor. Journal of Human Capital Development, 2(1), 1 – 13. Aristotle, (2011).Nicomachean ethics. Seattle: Pacific Publishing Studio. Aritzeta, A., Swailes, S. & Senior, B. (2007). Belbin’s team role model: development, validity and applications for team building. Journal of Management Studies, 44(1), 96 – 118. Armistead, C., Pritchard, J.P.& Machin, S. (1999). Strategic business process management for organizational effectiveness. Long Range Planning, 32(1), 96 – 106. Arokiasamy, A.R.A., Abdullah, A,G.K. &Ismail, A. (2015). Correlation between cultural perceptions, leadership style and ICT usage by school principals in Malaysia. Socialand Behavioral Science, 176, 319 – 332. Arvey, R.D., Rotundo, M., Johnson, W., Zhang, Z. & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17, 1 – 20. Arvey, R.D., Zhang, Z., Avolio, B.J. & Krueger, R. (2007). Understanding the developmental and genetic determinants of leadership among females. Journal of Applied Psychology, 92(2), 693 – 706. Atuahene-Gima, K. & Micheal, K. (1998). A contingency analysis of the impact of salesperson’s effort on satisfaction and performance in selling new products. European Journal of Marketing, 32(9/10), 904 – 921. Avery, G.C. (2001). Situational leadership preferences in Australia: Congruity, flexibility and effectiveness. Leadership and Organization Development Journal, 22(1), 11 – 21 Avlonitis, G. J., & Panagopoulos N.G. (2005). Antecedents and consequences of CRM Technology acceptance in the Sales Force. Industrial Marketing Management, 34(4),355 – 368. Avolio, B.J. (2004). Examining the full range model of leadership: Looking back totransform forward. In D. V. Day, S. J. Zaccaro & S. M. Halpin (eds.), Leader development for transforming organizations: Growing leaders for tomorrow (71 – 98). Mahwah, NJ: Erlbaum. Avolio, B.J. & Gardner, W.L. (2005). Authentic leadership development: getting to the root of positive forms of leadership. Leadership, 16(2), 315 – 338. Babbie, E.R. (1973). Survey research methods. Belmont, CA: Wadsworth Pub. Co. Babbie, E.R. (2002) The basics of social research, 2nd Edn, Wadsworth Belmont, CA. Babbie, E.R. (2013). The practice of social research. (13th Edition). Wadsworth, Cengage Learning Bacon, T. (2003). Helping people change. Industrial and Commercial Training, 35(2), 73 – 77 Badaracco, J.L. & Ellsworth, R.R. (1992). Leadership, integrity and conflict. Management Decision, 30 (6), 29 - 34. Badrinarayanan, V., West, V.L., & Zank, G.M. (2012). Professional sales coaching: An integrative review and research agenda. National Conference in Sales Management Proceedings, 20 – 22. Baldauf, A. & Cravens, D.W. (1999). Improving the effectiveness of field sales organizations. Industrial Marketing Management, 28 (1), 63 – 72. Baldauf, A. & Cravens, D.W. (2002). The effect of moderators on the salesperson behavior performance and salesperson outcome performance and sales organization effectiveness relationships. European Journal of Marketing, 36(11/12), 1367 – 1388. Baldauf, A., Cravens, D.W. & Grant, K. (2002). Consequences of sales management control in field sales organizations: A cross-national perspective. International Marketing Review, 11(5), 577 – 609. Baldauf, A., Cravens, D.W. & Piercy, N.F. (2001). Examining the consequences of sales management control strategies in European field sales organizations. International Marketing Review, 18(5), 474 – 508. Baldauf, A., Cravens, D.W. & Piercy, N.F. (2005). Sales management control research: synthesis and an agenda for future research. Journal of Personal Selling and Sale sManagement, 25(1), 7 – 26. Bandura, A. (1997). Social learning theory. Englewood Cliffs, NJ: Prepice-Hall. Banister, P., Burman, E., Parker, I., Taylor, M. & Tindall, C. (1994). Qualitative research in psychology: A research guide. Buckingham: Open University Press. Barber, B. (1983). The Logic and Limits of Trust, Rutgers University Press, New Brunswick, N.J. Barker, J. (2001). Next-step selling. Frenchs Forest, NSW, Prentice Hall. Barker, R. (1997). How can we train leaders if we do not know what leadership is? Human Relations, 50(4), 343 – 362 Barlow, D.H., Hayes, S.C., & Nelson, R.O. (1984). The scientist practioner: Research and accountability in clinical and educational settings. New York: Pergamon Press. Bar-On, R., & Parker, D.A. (2000). The Handbook of Emotional Intelligence: Theory, development, assessment, and application at home, school, and in the workplace. SanFrancisco: Jossey-Bass. Barnes, J. (2012). The challenges facing salespeople when introducing new technologies. Proceedings of The association of Collegiate Marketing Educators, 220 – 225. Barnett, D.W., Pepiton, A.E., Bell, S.H., Gilkey, C.M., Smith, J.I., Stone, C.M., et al. (1999). Evaluating early intervention: Accountability methods for service delivery innovations. Journal of Special Education, 33, 177 – 188. Barone, M.J. & DeCarlo, T.E. (2012).Performance trends and salesperson evaluations: The moderating roles of evaluation task, managerial risk propensity, and firm strategic orientation. Journal of Personal Selling & Sales Management, 32(2), 207 – 223. Barraud-Didier, V., Henninger, M.C. & El Akremi, A. (2012). The relationship between members’ trust and participation in the governance of cooperatives: The role of organizational commitment. International Food and Agribusiness Management Review, 15(1), 1 – 24. Baskerville, R.I. & Wood-Harper, A.T. (1996). A critical perspective on action research as a method for information systems research. Journal of Information Technology,11(3), 235 – 246. Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press. Bass, B.M. (1990). Bass & Stogdill’s handbook of leadership. Free Press, New York. Bass, B.M. (1995). Theory of transformational leadership. The Leadership Quarterly, 6(4), 463 – 478. Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria, VA: U.S. Army Research Institute for the Behavioral and Social Sciences. Bass, B.M. (1997). Personal selling and transactional/transformational leadership. Journal of Personal Selling and Sales Management, 17, 19 – 28. Bass, B.M. (1998). Transformational Leadership: industrial, Military, and Educational Impact. Lawrence Erlbaum Associates, Mahwah, NJ. Bass, B.M. (1999). Two decades of research and development in transformational leadership. European Journal of Work & Organizational Psychology, 8(1), 9 – 32. Bass, B.M. & Avolio, B.J. (1990). Manual for the multifactor leadership questionnaires, Palo Alto, CA: Consulting Psychologist Press. Bateman, T. & Crant, J. (1993). The proactive component of organizational behavior: a measure and correlates. Journal of Organizational Behavior, 14, 103 – 118. Ben-Hur, S., Kinley, N. & Jonsen, K. (2012). Coaching executive teams to reach better decisions. Journal of Management Development, 31(7), 711 – 723. Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row. Bennis, W.G. (1989). On becoming a leader, Addison Wesley, New York. Berg, M.E. & Karlsen, J.T. (2007). Mental models in Project management Coaching. Engineering Management Journal, 19(3), 3 – 13. Beverland, M. (2001). Contextual Influences and the Adoption and Practice of Relationship Selling in a Business to Business Setting: An Exploratory Study.Journal of Personal Selling & Sales Management, 21(3), 207 – 215. Beyer, J. (1999). Taming and promoting charisma to change organizations. Leadership Quarterly, 10(2), 307 – 330. Bhandarker, A. & Rai, S. (2015). Positive transformational leadership: Case study of an Indian public sector bank. Asia-Pacific Journal of Business Administration, 7(1), 34 – 55. Biemann, T., Kearney, E. & Marggraf, K. (2015). Empowering leadership and managers’ career perceptions: Examining effects at both the individual and the team level. The Leadership Quarterly, 30, 1 – 15. Bingham, F.G. & Gomes, R. (2001). Business marketing (2nded). Lincolnwood, Illinois, NTC/Contemporary Publishing. Blake, R.R. & Mouton, J.S. (1964). The managerial grid: key orientation for achieving production through people. Houston, Gulf Publishing. Blocker, C.P., Cannon, J.P., Panagopoulos, N.G., & Sager, J.K. (2012). The role of the sales force in value creation and appropriation: New directions for research. Journal of Personal Selling & Sales Management, 17(1), 15 -27. Blythe, J. (2005). Sales and key account management, London, Thomson Learning. Bobby M. &Kenneth W.G. Jr. (2009). Enhancing performance through goal setting, engagement, and optimism. Industrial Management and Data Systems, 109(7), 943 - 956. Boles, J.S., Dudley, G.W., Onyemah, V., Rouzies, D., & Weeks, W.A. (2012). Sales force turnover and retention: A research agenda. Journal of Personal Selling & Sales Management, 17(1), 131 – 140. Bollinger, A.S. & Smith, R.D. (2001). Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8 – 18. Boujena, O., Johnston, W.J., & Merunka, D.R. (2012). Does CRM make your sales force more knowledgeable? Moderating effects of customers’ attitude toward IT and salesperson familiarity. National Conference in Sales Management Proceedings, 7 – 10. Brackett, M., & Salovey, P. (2006). Measuring emotional intelligence with the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). Psicothema, 18, 34 – 41. Brandt, T. & Laiho, M. (2013). Gender and personality in transformational leadership context. Leadership & Organization Development Journal, 34(1), 44 – 66. Brdesee, H., Corbitt, B., Pittayachawan, S. and Alsaggaf, W. (2012). Organizational culture and adoption of electronic commerce. The 7th International Conference on Computer Science & Education, 857 – 862, July 14-17, Melbourne, Australia Bridges, W. (1991). Managing transitions: Making the most of change. Addison-Wesley, Reading Mass. Brown, J.B. (1999). The use of focus groups in clinical research (In: Crabtree, BF & Miller, WL (eds.), Doing qualitative research, second edition. USA: Sage Publications Inc. Brown, N.A.& Barker, R.T. (2001). Analysis of the communication components found within the situational leadership model: Toward integration of communication and model. Journal of Technical Writing and Communication, 31(2), 135 – 157. Brown, W. & May, D. (2012). Organizational change and development: The efficacy of transformational leadership training. Journal of Management Development, 31(6),520 – 536. Brown, M.E. & Trevino, L.K. (2009). Leader-follower value congruence: Are socialized charismatic leaders better able to achieve it. Journal of Applied Psychology, 94(2), 478 – 490. Bruni, L. (2010). The happiness of sociality. Economics and eudaimonia: A necessary encounter. Rationality and Society, 22(4), 383 – 406. Brynjolfsson, E. (1993).The Productivity Paradox of Information Technology: Review and Assessment. Communication of the ACM (The Association for Computing Machinery), 36(12), 67 – 77. Bryman, A. (1992).Charisma & Leadership in Organizations. London: Sage. Bryman, A. (2008). Social Research Methods, 3rd Ed., Oxford University Press, New York. Bureau of Justice Assistance. Management definition, retrieved from https://www.bja.gov/ evaluation/glossary/glossary_m.htm on Jan 17 2013. Burke, W.W. (2006). What is organization development? In: Gallos, J.V. (eds). Organization Development: A Jossey-Bass Reader. San Francisco, CA: Jossey-Bass. Burnes, B. and Cooke, B. (2012). The past, present and future of organization development: Taking the long view. Human Relations, 1 – 35, Sage Publications Burns, J.M. (1978). Leadership. New York: Harper & Rowe, NY. Bushe, G. (2001). Five theories of change embedded in appreciative inquiry. In: Cooperride D., Sorenson, P., Whitney, D., and Yeager, T. (eds). Appreciative Inquiry: Rethinking Human Organization Towards a Positive Theory of Change. Champaign, IL: Stipes. Bushe, G. (2011). Appreciative inquiry: Theory and critique. In: Boje, D., Burnes, B. andHassard, J. (eds). The Routledge Companian to Organizational Change. London:Routledge. Butterfield, L.D., Borgen, W.A., Amundson, N.E. & Malio, A.T. (2005). Fifty years of the critical incident technique: 1954 to 2004 and beyond. Qualitative Research, 5(4), 475 – 497. Campbell, D.T., & Fiske, D.W. (1959). Convergent and discriminant validation by the Multi trait-multi method matrix. Psychological Bulletin, 56(2), 81-105. Campbell, D.T., Datar, S., Kulp, S.L. & Narayanan, V.G. (2006). Testing strategy formulation and implementation using strategically linked performance measures. Harvard Business School, December. Cannella, A.A., & Monroe, M.J. (1997). Contrasting perspectives on strategic leaders: towards a more realistic view of top managers. Journal of Management, 23(3), 213 – 237. Cannon, J.P. & Perreault, W.D., Jr. (November 1999). Buyer-seller relationships in business markets. Journal of Marketing Research, 36(4), 439 – 460. Cavalluzzo, K. S. & Ittner, C. D. (2004). Implementing Performance Measurement Innovations: Evidence from Government. Accounting, Organizations and Society, 29, 243 - 267. Chadwick, B. (1984). Introduction to the social sciences research methods. Englewood Cliffs: Prenctice Hall. Chai, J., Zhao, G., & Babin, B.J. (2012). An empirical study on the impact of two types of goal orientation and salesperson perceived obsolescence on adaptive selling. Journal of Personal Selling & Sales Management, 17(2), 261 – 273. Challagalla, G.N. and Shervani, T.A. (1996). Dimensions and types of supervisory control: Effects on salesperson performance and satisfaction. Journal of Marketing,60 (1), 89 – 105. Chang, J. (2006). Rules of engagement. Sales & Marketing Management, 158(3), 18. Chang, S.C. & Lee, M.S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees’ job satisfaction. The Learning Organization, 14(2), 155 – 185. Charles, H. S., Jr., & David, J. G. (Fall 2010). Transformational Leadership and Its Impact on Sales Force Moral Judgment. Journal of Personal Selling and Sales Management, 30(4), 299 – 317. Checkland, P. (1981). Systems thinking, systems practice. Chichester, UK: John Wiley &Sons. Checkland, P. & Holwell, S. (1998). Action research: its nature and validity. Systems, Practice and Action Research, 11(1), 9 – 21. Chi, N.W., Chung, Y.Y. &Tsai, W.C. (2011). How do leaders enhance team success? The mediating roles of transformational leadership, group effective tone, and teamprocesses. Journal of Applied Social Psychology, 64(6), 1421 – 1454. Chirani, E.C. & Matak, S.A. (2012). Sales effectiveness from behavioral Approaches. Trend in Social Science, 2(1), 18 – 22. Chonko, L.B., Dubinsky, A.J., Jones, E. & Roberts, J.A. (2003). Organizational and individual learning in the sales force: An agenda for sales research. Journal of Business Research, 56(12), 935 – 946. Christine, F. & Thompson, R.M. (2012). Between a rock and a hard place: What do public leaders learn from the past as they lead in the future. Contradictions in Public Management Managing in Volatile Time. Rome, Italy: The International Research Society for Public Management. Chuang, A., Judge, T.A. & Liaw, Y.J. (2011). Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotionregulation. European Journal of Work and Organizational Psychology, 1 – 29. Chun, R. (2005). Ethical character and virtue of organizations: An empirical assessment and strategic implications. Journal of Business Ethics, 57(3), 269 – 284. Churchill, G.A., Ford, N.M., Walker, O.C., Johnston, M.W. & Tanner, J.E. (2000). Sales Force Management. (6th ed.), Chicago, IL: Irwin. Churchill, G.A., Jr., Neil, M.F., Steven, W.H. & Orville, C.W. (1985). The determinants of salesperson performance: A meta-analysis. Journal of Marketing Research, 22 (May), 103 – 118. Clampitt, P.G. & Downs, J.D. (1993). Employee perceptions of the relationship between communication and productivity: A field study. Journal of BusinessCommunication, 30(1), 5 – 28. Clemmer, J. (1995). Pathways to performance: A guide to transforming yourself, yourteam, and your organization. (Page 28), Advantage Quest Publications Coghlan, D. (2001). Insider action research projects: implications for practicing Managers. Management Learning, 32(1), 49 – 60. Coghlan, D. & Brannick, T. (2001). Doing Action Research in Your Own Organization. Sage, London Coghlan, D.& Brannick, T. (2005). Doing action research in your own Organization, (2nded.). London: Sage Publications. Coll, R.K.& Chapman, R. (2000). Qualitative or quantitative? Choices of methodology for cooperative education researchers. Journal of Cooperative Education, 35(10), 25 – 33. Collen, A. (2012). Knowledge, Management, and Learning when the context of the organization is planetary. The Learning Organization, 19(4), 369 – 382. Collinson, M. & Collinson, D. (2007). Research overview: effective leader-led relations. Unpublished manuscript. Conant, D.R. (2012). The power of idealistic-realism: How great leaders inspire and transform. Harvard Business Review, January, 1- 2. Conant, D.R.& Norgaard, M. (2011). Touch Points: Creating powerful Leadership connections in the smallest of moments. May, Jossey-Bass. Conger, J. & Kanungo, R. (1998a). The empowerment process: integrating theory and practice. Academy of Management Review, 13(3), 471 – 482. Conger, J., & Kanungo, R. (1998b). Charismatic leadership in organizations. Thousands Oaks: Sage Publishers. Conger, J.A.&Kanungo, R. (1998c). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 13, 471 – 482 Conger., J.A., Kanungo, R. & Menon, S.T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747 – 767. Coolican, H. (1999). Research methods and statistics in psychology (3rd Edition). London: Hodder & Stoughton. Coolican, H. (2004) Research methods and statistics in psychology, 4th Edn, Hodder Arnold, London. Cooperrider, D. & Srivastva, S. (1987). Appreciative inquiry in organizational life. In: Woodman, R. and Pasmore, W. (eds). Organization Change and Development.Greenwich, CT: JAI. Cope, J & Watts, G. (2000). Learning by doing. An exploration of experience, criticalincidents and reflection in entrepreneurial learning. International Journal ofEntrepreneurial Behavior and Research, 6(3), 104 – 124. Corona, M. (2012). A competitive advantage through IT/Business alignment. Proceedings of The Association of Collegiate Marketing Educators, 203 – 208. Coughlan, P. & Coghlan, D. (2002). Action research for operations management. International Journal of Operations & Production Management, 22(2), 220 – 240. Covaleski, M.A., Dirsmith, M.w., Heian, J.B. & Samuel S. (1998). The calculated and avowed: Techniques of discipline and struggle over identify in big six publicaccounting firms. Administrative Science Quarterly, 43(2), 235 – 256. Covey, S.R. (1992). The 7 habits of highly effective people: Restoring thecharacter ethic.Simon & Schuster UK Ltd, 147– 149. Cravens, D.W., Grant, K., Ingram, T.N., La Forge, R.W. & Young, C.E. (1992). In search of excellent sales organizations. European Journal of Marketing, 26(1), 6 - 23. Cravens, D.W., Ingram, T.N., La Forge, R.W. & Young, C.E. (1993). Behavior-based and outcome-based sales force control systems. Journal of Marketing, 57, 47 – 59. Crawford, N. (2006). Managing employment engagement. Canadian Manager, 31(1), 17 – 18. Creswell, J.W. (1994). Research design: Qualitative and quantitative approaches. Thousand Oaks, CA: Sage Publications. Creswell, J.W. (1998).Qualitative inquiry and research design: choosing among fivetraditions. Thousand Oaks, CA: Sage Publications. Creswell, J.W. (2002). Educational research: Planning, conducting and evaluating quantitative and qualitative research. Upper Saddle River, NJ: Merrill Prentice Hall. Creswell, J.W. & Plano-Clark, V. (2007). Designing and conducting mixed methodsresearch. Thousand Oaks, CA: Sage Publications. Crosby, L.A., Evans, K.R. & Cowles, D. (1990). Relationship quality in services selling: An interpersonal influence perspective. Journal of Marketing, 54(July), 68 – 81. Cummings, T.G., & Worley, C.G. (2001). Organization development and change. Mason, OH: South-Western College Publishing. D’Abate, C.P., Eddy, E.R., & Tannenbaum, S.I. (2003). What’s in a name: A literature-based approach to understanding mentoring, coaching, and other constructs that describe developmental interactions. Human Resource Development Review, 2(4), 360 – 384. Dailey, P. R. (2012). What leaders do….requisite competency for 21st century challenges. The European Business Review, July. Dalrymple, D.J. & Cron, W.L. (1998). Sales Management (6thed). New York, Wiley. Dartey,-Baah, K. (2015). Resilient leadership: A transformational-transactional leadership mix. Journal of Global Responsibility, 6(1), 1 – 18. Davies, M. B. (2007) Doing a Successful Research Project: Using Qualitative or Quantitative Method, Palgrave Macmillan, New York. Davila, A. and Foster, G. (2007) Management control systems in early-stage startup companies, The Accounting Review, 82(4), 907 - 937. Day, G. (1992). Marketing's contribution to the strategy dialogue. Journal of the Academy of Marketing Science, 20, 323-329. DeConinck, J.B. (2015). Outcomes of ethical leadership among sales people. Journal of Business Research, 68, 1086 – 1093. DeCarlo, T.E., Rody, R. C., & DeCarlo, J.E. (1999). A Cross National Example of supervisory Management Practices in the Sales Force. Journal of Personal Selling and Sales Management, 19(1), 1 – 14. Decoster, S., Stouten, J. & Tripp, T.M. (2014). Followers’ reactions to self-serving leaders: The influence of the organization’s budget policy. American Journal of Business, 29(3/4), 202 – 222. Decoster, S., Camps, J. & Stouten, J. (2014). The mediating role of LMX between abusive supervision and work behaviors: A replication and extension. (2014). American Journal of Business, 29(1), 61 – 75. Deeter-Schmelz, D.R., Kennedy, K.N. & Goebel, D.J. (2002). Understanding sales manager effectiveness: Linking attributes to sales force values. Industrial MarketingManagement, 31(7), 617 – 626. Deichmann, D. & Stam, D. (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. The LeadershipQuarterly, 26, 204 – 219. De Jong, J.P.J. & Den Hartog, D.N. (2007), Leadership and employees innovative behavior. European Journal of Innovation Management, 10(1), 41-64. De Jong, S.B., Van der Vegt, G.S. & Molleman, E. (2007). The relationships among asymmetry in task dependence, perceived helping behavior, and trust. Journal of Applied Psychology, 92, 1625 – 1637. DelVecchio, S. (1998). The quality of the salesperson-manager relationship. Journal of Personal Selling and Sales Management, 18(1), 31 – 48. Denton, W.E. (1994). Developing employee skills to match company needs. Credit World, May/June, 19 – 20. Denzin, N.K. (1978). The research act: A theoretical introduction to sociological methods. New York: McGraw-Hill. Denzin, N.K. & Lincoln, Y.S. (1998). The landscape of qualitative research: Theories and issues. Thousand Oaks: sage Publications. Denzin, N.K. & Lincoln, Y.S. (2003). The discipline and practice of qualitative research: The Landscape of Qualitative Research (2nded.). Thousand Oaks: Sage Publications. Dick, B. (1993). You want to do an action research thesis? Retrieved 16 January 2013 from http://www.scu.edu.au/schools/gcm/ar/ art/arthesis.html. Dick, B. (2006). Action research literature: Themes and trends. Action Research, 2, 425 – 444. Dion, P.A. & Banting, P.M. (2000). Comparisons of alternative perceptions of sales performance. Industrial Marketing Management, 29(3), 263 – 270. Dixon, A. L. & Tanner, J.F., Jr. (2012). Transforming selling: why it is time to think differently about sales research. Journal of Personal Selling & Sales Management,32(1), 9 – 13. Donaldson, B. (1998). Sales management: Theory and practice (2nded). Houndmills, Hampshire, Macmillan. Dubinsky, A.J. (1981). The effects of sales training. Industrial Marketing Management, 10(2), 129 – 137. Dubinsky, A.J. (1999). Salesperson failure: Sales management is the key.Industrial Marketing Management, 28, 7 – 17. Dubinsky, A.J., Metha, R. & Anderson, R.E. (2001). Satisfaction with sales manager training: Design and implementation issues. European Journal of Marketing, 35(1/2), 27 – 50. Dubinsky, A.J., Yammarino, F.J., Jolson, M.A., & Spangler, W.D., (1995). Transformational leadership: An initial investigation in sales management. Journal of Personal Selling & Sales Management, 15, 17 –31. DuBrin, A.J. (1998). Leadership: Research, finding, practice, and skills (First Edition). Bostan Toronto: Houghton Miffilin Company. Dumitriu, C., Timofti, I.C., Nechita, E. & Dumitriu, G. (2014). The influence of the locus of control and decision-making capacity upon leadership style. Social andBehavioral sciences, 141, 494 – 499. Dutton, J. E., Asford, S. J., O'neill, R. M., Hayes, E. and Wierba, E. E. (1997) Reading the wind: how middle managers assess the context for selling issues to top managers,Strategic Management Journal, 18(5), 407 - 425. Dweek, C.S., Hong, Y. & Chiu, C. (1993). Implicit theories: individual differences in the likelihood and meaning of dispositional inference. Personality and SocialPsychology Bulletin, 19(5), 644 – 656. Eacott, S. (2012). ‘Leadership’ and the social: time, space and the epistemic. International Journal of Educational Management, 27(1), 1 – 9 Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M. (2003). Transformational, transactional, and laissez-faire: A meta-analysis comparing men and women. Psychological Bulletin, 129, 569 – 591. Eisenhardt, K.M. & Martin, J.A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21, 1105 – 1121. Eldridge, S., Iwaarden, J.V., Wiele, T.V.D. & Williams, R. (2013). Management control systems for business processes in uncertain environments. International Journal ofQuality & Reliability Management, 31(1), 66 – 81. Ensari, N. & Murphy, S.E. (2003). Cross-cultural variations in leadership perceptions and attribution of charisma to the leader. Organizational Behavior and Human Decision Processes, 92, 52 – 66. Fadel, K.J. (2012). User adaptation and infusion of information systems. Journal of Computer Information Systems. Spring, 1 – 10 Faldetta, G. & Paternostro, S. (2011). The logic of the gift and the bonding value: a new perspective for business management. Journal of Management Development, 30(6),594 – 604. Falkson, M. (2009). Your sales opportunity pipeline still needs to be managed. eti Sales Support retrieved on 28 Sept. 2012 from http://etisales.com/whiteipapers/ managed-sales-opportunity-pipeline,htm Farrell, S. & Hakstian, A.R. (2001). Improving sales force performance: Ametaanalytic investigation of the effectiveness and utility of personnel selection procedures andtraining interventions. Psychology & Marketing, 18(3), 281 – 316. Favaro, K., Hirsh, E. & Rangan, K. (2012). Strategy or Execution: Which is more important? Strategy + Business, http://www.strategybusiness.com/article/cs00005? gko=733e9&cid=20121009enews&ut, pp 1 – 2. Fayol, H. (1949). General and Industrial Management (translated by C. Storrs), Pitman, London. Fawcett, S.B., Suarez-Balcazar, Y., Balcazar, F.E., White, G., Paine, A.L., Blanchard, K.A., &Embree, M.G. (1994).Conducting Intervention Research: The design and development process in J. Rothman & E. Thomas (Eds.), Intervention Research: Design & Development for Human Services, (25-54). New York: Haworth Press. Fedor, D.B., Caldwell, S., & Herold, D.M. (2006). The effects of organizational changes on employee commitment: A multi-level investigation. Personnel Psychology, 59, 1– 29. Fehr, R., Yam, K.C. & Dang, C. (2015). Moralized leadership: The construction and consequences of ethical leader perceptions. Academy of Management Review, 40(2), 182 – 209. Fiedler, F. (1996). Research on leadership selection and training: one view of the Future. Administrative Science Quarterly, 41, 241 – 250. Fitzsimmons, T.W., Callan, V.J. & Paulsen, N. (2014). Gender disparity in the csuite: Do male and female CEOs differ in how they reached the top?, The Leadership Quarterly, 25 (2), pages 245 – 266 cited inwww.sciencedirect.com/science/ article/pii/S1048984313000908 (ASSESSED 8th April 2015). Flaherty, K., Lam, S.K., Lee, N., Mulki J.P. & Dixon, A.L. (2012). Social network theory and the sales manager role: Engineering the right relationship flows. Journal ofPersonal Selling & Sales Management, 17(1), 29 – 40 Flanagan, J.C. (1954). The critical incident technique. Psychological Bulletin, 51 (4), 327 – 358. Flick, U. (1998). An introduction to qualitative research: Theory, method and applications. London: Sage. Floyd, S. W. and Wooldridge, B. (1992) Middle management involvement in strategy and its association with strategic type: a research note, Strategic Management Journal, 13, 153 - 167. Fontana, A. & Frey, J.H. (2005). The interview: From neutral stance to political involvement. In Denzin, N.K., & Lincoln, Y.S. (eds.), The Sage Handbook of Qualitative Research, 3rd ed. Thousand Oaks, CA: Sage, 695 – 728. Ford, J.K., Weissbein, D.A., & Plamondon, K.E. (2003). Distinguishing organizational from strategy commitment: Linking officers’ commitment to community policing tojob behaviors and satisfaction. Justice Quarterly, 20, 159 – 185. Foster, M. (1972). An introduction to the theory and practice of action research in work organizations. Human Relations, 25, 529 – 556 Fugate, M., Prussia, G.E., & Kinicki, A.J. (2012). Managing employee withdrawal during organizational change: The role of threat appraisal. Journal of Management, 38(3),890 – 914. Fuller, J.B., Hester, K., & Cox, S.S. (2010). Proactive personality and job performance: Exploring autonomy as a moderator. Journal of Managerial Issues, 22(1), 35 – 51. Fulmer, C.A., & Gelfand, M.J. (2012). At what level (and in whom) we trust: Trust across multiple organizational levels. Journal of Management, 38(4), 1167 – 1230. Futrell, C.M. (2002). Fundamental of selling (7thed), New York, McGraw-Hill. Gabler, C.B., Nagy, K.R. & Hill, R.P. (2014). Causes and consequences of abusive supervision in sales management: A tale of two perspectives. Psychology and Marketing, 31(4), 278 – 293. Galassi, J.P., & Gersh, T.L. (1993). Myths, misconceptions and missed opportunity: Single-case designs and counseling psychology. Journal of Counseling Psychology, 40, 525 – 531. Garcia-Retamero, R., Muller, S.M. & Lopez-Zafra, E. (2011).The malleability of gender stereotypes: Influence of population size on perceptions of men and women in thepast, present, and future. Journal of Social Psychology, 151(5), 635 – 656. Gambetta, D.G. (1988). Can we trust? in Gambetta, D.G. (Ed.), Trust: Making and Breaking Cooperative Relations. Basil Blackwell, New York, N.Y., 213 – 237. Geertshuis, S.A., Morrison, R.L. & Cooper-Thomas, H.D. (2015). It’s not what you say, it’s the way that you say it: The mediating effect of upward influencing communications on the relationship between leader-member exchange andperformance ratings. International Journal of Business Communication, 52(2), 228 – 245. Ghisclli, E.E. & Wyatt, T.A. (1972). Need satisfaction, managerial success, and attitudes toward leadership. Personnel Psychology, 25, 413 - 420. Gholami, S. & Rahman, M.S. (2012). CRM: A conceptual framework of enablers and perspectives. Business and Management Research, 1(1), 96 – 105. Gholamreza J., Alireza A. & Hesam T. (2011). Marketing Intelligence of Sales Force and Intermediate Role of Organizational Commitment. Research Journal of BusinessManagement, 5(4), 146-158. Ghosh, R., Shuck, B. & Petrosko, J. (2012). Emotional Intelligence and organizational learning in work teams. Journal of Management Development, 31(6), 603 – 619. Gillespie, N. & Mann, L. (2004). Transformational leadership and shared values: Thebuilding blocks of trust. Journal of Managerial Psychology. 19, 588 – 607. Glaser, B. G. (1998). Doing grounded theory: issues and discussions. Sociology Press, California. Glaser, B. G. (2003). The Grounded Theory Perspective II: Description's remodeling of grounded theory methodology. Mill Valley, CA: Sociology Press. Goad, E. and VanMeter, R. (2012). Does wellness lead to happier, better performing sales people? The 2012 National Conference in Sales Management Proceedings, 44 – 47 Goebel, D.J., Deeter-Schmelz, D.R. & Kennedy, K.N. (2013). Effective sales management: What do sales people think? Journal of Marketing Development and Competitiveness, 7(2), 11 – 21. Golalikhani, M. & Karwan, M.H. (2013). A hierarchical procedure for multi-skilled sales force spatial planning. Computer & Operations Research, 40, 1467 – 1480. Goleman, D. (1995). Emotional Intelligence. New York: Bantam Books. Goleman, D. (1998). Working with emotional intelligence. New York, NY : Bantman Press. Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78 – 90. Grant, A.M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458 – 476 Grant, K. & Cravens, D.W. (1996). Examining sales force performance in organizations that use behavioral-based sales management processes. Industrial Marketing Management, 25, 361 – 371. 375 Grant, K. & Cravens, D.W. (1999). Examining the antecedents of sales organization effectiveness: An Australian study. European Journal of Marketing, 33(9), 945 – 957. Grant, K., Cravens, D.W., Low, G.S. & Moncrief, W.C. (2001). The role of satisfaction with territory design on the modification, attitudes, and work outcomes of salespeople. Journal of the Academy of Marketing Science, Spring, 165 – 178. Grant, A.M. & Sumanth, J.J. (2009). Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness. Journal of AppliedPsychology, 94, 927 – 944. Greenberg, H. & Sweeney, P. (2012). Sales Managers or Sales Leaders? T & D (Training & Development), 62 – 65, Princeton, New Jersey. Greene, J.C., Caracelli, V.J. & Graham, W.F. (1989). Toward a conceptual framework for mixed-method evaluation design. Educational Evaluation and Policy Analysis, 11, 255 – 274. Greenwood, D.J. & Levin, M. (2000). Reconstructing the relationship between universities and society through action research. In N.K. Denzin & Y.S. Lincoln (Eds.), Handbook of qualitative research (2nd ed., pp 85-106). Thousand Oaks, CA:Sage Publications. Gronroos, C. (1997). Value-driven relational marketing: From products to resources and competencies. Journal of Marketing Management, 13(5), 407 – 419. Grossman, S. (2009). Energizing the front lines of sales management. WorldatworkJournal, Third Quarter, 64 – 74 Grove, S.J., Pickett, G.M., Jones, S.A., & Dorsch, M.J. (2012). Spectator rage as the dark side of engaging sport fans: implications for services marketers. Journal of ServiceResearch, February, 1 – 18. Guay, R.P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology, 28(1), 55 – 73. Gubman, E. (2004). From engagement to passion for work: the search for the mission person. Human Resource Planning, 27(3), 42 -46. Guion, L.A. (2002). Triangulation: Establishing the validity of qualitative studies. Cited in the publication of Youth and Community Sciencess, Florida Cooperative Extention Service, Institute of Food and Agricultural Sciences, University of Florida. Guion, L.A., Diehl, D.C. & Debra McDonald, D. (2011). Triangulation Establishing the Validity of Qualitative Studies. Retrieved from EDIS website at http://edis.ifas.ufl.edu. Gummesson, E. (2000). Qualitative Methods in Management Research, (2nd Ed.). Sage, Thousand Oaks, CA. Gustavsen, B. (1993). Action research and the generation of knowledge. Human Relations, 46(11), 1361 – 1365. Haidt. J. (2012). The righteous mind: Why good people are divided by politics and religion. New York: Pantheon. Hall, G.E. & Hord, S.M. (1987). Change in schools: Facilitating the process. New York Press, Albany. Hall, M. (2008). The effects of comprehensive performance measurement systems on role clarity, psychological, empowerment and managerial performance. Academy of Management Review, 33, 141 – 163. Hambrick, D.C. (2007). Upper echelons theory: An update. Academy of Management Review, 32, 334 – 343. Han, S. (2015). The 21st century sales force. Retrieved on April 5 2015 from http://enterpriseinnovation.net/article/21st-century-sales-force-1218182999 Hanson, W., Creswell, J., Plano-Clark, V., Petska, K., & Creswell, J. (2005). Mixed methods research designs in counseling psychology, Journal of Counseling Psychology, 52, 224 – 235. Hared, B.A., Abdullah, Z. & Rafiul Huque, S.M. (2014). Management control practices in Somalia’s traditional clannish society. International Conference on Accounting Studies 2014, ICAS 2014, 18 – 19 August 2014, Kuala Lumpur cited in Social andBehavioral sciences, 164, 415 – 420. Harmon, H.A., Brown, G., Widing, R.E. II, & Hammond, K.L. (2002). Exploring the sales manager’s feedback to a failed sales effort. The Journal of Business and Industrial Marketing, 17(1), 43 – 55. Harnackova, V., Halova, K. & Nechanicka, V. (2015). Analysis of democratic leadership style of nursery schools/kindergartens. Social and Behavioral Sciences, 171, 717 –723. Harrell, M.C., & Bradley, M.A. (2009). Data collection methods: Semi-structured interviews and focus groups. RAND Corporation, Santa Monica, CA. Hassan, S., Mahsud, R. Yukl, G. & Prussia, G.E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133 –146. Havlicek, K. & Roubal, O. (2013). Sales management and sales communications of SMEs. European Research Studies, 16(4), 30 – 42. Hawass, H.H. (2012). Committed sales force: An investigation into personality Traits. International Journal of Business and Management, 7(6), 147 – 159. Hebbeler, K. and Gerlach-Downie, S. (2002). Inside the Black Box of Home Visiting: A Qualitative analysis of Why Intended Outcomes were Not Achieved. EarlyChildhood Research Quarterly, 17, 28 – 51. Henry, P. (1975). Manage your sales force as a system. Harvard Business Review. 53(2), 85 – 95. Herchen, J.L., Cox, M.Z. & Davis, M.A. (2012). Lying, cheating & stealing: I’m just trying to help my organization. Proceedings of Southwest Academy of Management, New Orleans, L.A., February 29 – March 3,160 – 175. Herscovitch, L., & Meyer,J.P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87, 474 – 487. Hersey, P. & Blanchard, K.H. (1982). Management of organization behavior: Utilizing human resources. 4th Ed. Englewood Cliffs, NJ: Prentice Hall, Inc. Hirsch, P.B. (2014). Whither the bully pulpit: Leadership communications and corporate transformation. Journal of Business Strategy, 35(6), 66 – 70. Hitchcock, G. & Hughes, D. (1989). Research and the teacher. London: Routledge. Ho, W.L. (2012). Manager’s perception of the orientation of organizations. Interdisciplinary Journal of Contemporary Research in Business, 3(11), March,16 – 30. Hoepfl, M.C. (1997). Choosing qualitative research: A primer for technology education researchers. Journal of Technology Education, 9(1), 47 – 63. Hofstede, G. (1980). Culture’s consequences: International differences in workrelated values. Newbury Park, CA: Sage Publications Hosie, P., Willemyns, M. & Sevastos, P. (2012). The impact of happiness on managers’ contextual and task performance. Asia Pacific Journal of Human Resources, 50, 268 – 287. Houghton, J.D., Pearce, C.I., Manz, C.C., Coutright, S. & Stewart, G.I. (2014). Sharing is caring: Toward a model of proactive caring through shared leadership. Human Resource Management Review, 497, 1 – 15. House, R.J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321 – 339. House, R.J., & Aditya, R. (1997). The social scientific study of leadership: quo vadis? Journal of Management, 23(3), 409 – 473. House, R.J. & Dessler, G. (1974). The path-goal theory of leadership: Some post-hoc and a priori tests. In J.G. Hunt & L.L. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press. House, R.J. & Mitchell, T.R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81 – 97. Hoyt, C.L., Simon, S. & Reid, L. (2009). Choosing the best woman/man for the job: Theeffects of morality salience, sex, and gender stereotypes on leader evaluations. TheLeadership Quarterly, 20(2), 233 – 246. Hsu, S.F., Lee, Y.I, Wang, C.H. & Chung, C.F. (2012).Educating customer relationship management (CRM) specialists through a competency-based training (e-CBT) modelwith technology-based learning for business education: Competency indicatordevelopment. African Journal of Business Management, 6(14), 4804 – 4814. Hultink, E.J., Atuahene-Gima, K. & Lebbink, I. (2000) determinants of new product selling performance: An empirical examination in the Netherlands. EuropeanJournal of Innovation Management, 3(1), 27 – 34. Hultink, E.J. & Atuahene-Gima, K. (2000). The effect of sales force adoption on new product selling performance. Journal of Product Innovation Management, 17(6), 435 – 450. Hunt, J.G. (1999). Transformational/charismatic leadership’s transformation of the field: ahistorical essay. The Leadership Quarterly, 10(2), 129 – 144 Hunter, E.M., Neubert, M.J., Perry, S.J., Witt, L.A., Penney, L.M. & Weinberger, E. (2013). Servant leaders inspire servant followers: antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24, 316 – 331. Hutzschenreuter, T., Kleindienst, I. and Greger, C. (2012). How new leaders affect strategic change following a succession event: A critical review of the literature. The Leadership Quarterly, 23, 729 – 755. Ingram, T.N., LaForge, R.W., Avila, R.A., Schwepker, C.H. Jr., & Williams, M.R. (2001). Sales management: Analysis and decision making i(4th ed). Fort Worth, Harcourt. Ingram, T.N., LaForge, R.W. and Leigh, T.W. (2002). Selling in the new millennium: a joint agenda. Industrial Marketing Management, 31(7), 1 – 9. Jago, A.G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315 – 336. Jap, S., Robertson, D.C. & Hamilton, R. (2011). The dark side of rapport: Agent misbehavior face-to-face and online. Management Science, 57, 1610 – 1622. Jaramillo, F., Mulki, J.P. & Marshall, G.W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years ofresearch. Journal of Business Research, 58(6), 705 – 714. Jaramillo, F., Mulki, J.P., & Boles, J.S. (2011). Workplace stressors, job attitude, and job behaviors: is interpersonal conflict the missing link? Journal of Personal Selling & Sales Management, 31(3), 339 – 356. Jaramillo, F., Mulki, J.P., & Boles, J.S. (2013). Bringing meaning to the sales job: The effect of ethical climate and customer demandingness. Journal of Business Research, 66, 2301 – 2307. Jeffrey, J.F. (2006). Secrets of Great Rainmakers: The keys to success and wealth. Hyperrion ISBN-13: 9781401301576. Jelinek, R. (2013). All pain, no gain? Why adopting sales force automation tools is insufficient for performance improvement. Business Horizons, 56, 635 – 642. Jelinek, R. & Ahearne, M. (2006). The enemy within: Examining salesperson deviance and its determinants. Journal of Personal Selling and Sales Management, 26(4), 327 – 344. Jick, T.D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24, 602 – 611. Jobber, D. & Lancaster, G. (2000). Selling and sales management (5thed). Harlow, Essex, Prentice Hall. Johansson, C. Miller, V.D. & Hamrin, S. (2014). Conceptualizing communicative leadership: A framework for analyzing and developing leaders’ communicationcompetence. Corporate Communications: An International Journal, 19(2), 147 –165. Johnson, R.B., &Onwuegbuzie, A.J. (2004). Mixed methods research: A research paradigm whose time has come. Educational Research, 33, 14 – 26. Johnston (2012). What Does It Take to Be a Leader in the New Economy? Retrieved on 20th September 2012 from http://www.articlesbase.com/print/6152083 Johnston, M.W., A. Parasuraman, Charles, M.F. & William, C.B. (1990). A longitudinal assessment of the impact of selected organizational influences on salespeople’sorganizational commitment during early employment. Journal of MarketingResearch, 27, 333 – 334. Jolson, M.A., Dubinsky, A., Comer, L. & Yammarino, F. (1997). As women climb the ladder in sales organizations, their management styles can trip them up. Marketing Management, 5(4), 38 – 50. Jolson, M.A. & Wotruba, T. (1992). Selling and sales management in action: prospecting: a new look at this old challenge. Journal of Personal Selling & Sales Management,12(4), 59 – 66. Jones, E., Brown, P.B., Zoltners, A.A., & Weitz, B.A. (2005). The changing environment of selling and sales management. Journal of Personal Selling & Sales Management,25(2), 105 – 111. Jonsson, T. & Jeppesen, H.J. (2012). Under the influence of the team? An investigation of the relationships between team autonomy, individual autonomy and socialinfluence within teams. The International Journal of Human Resource Management, 24(1), 78 – 93 Joo, Baek-Kyoo (Brian), Yoon, Joo Hea & Jeung, Chang-Wook (2012). The effects of core self-evaluations and transformational leadership on organizational commitment. Leadership & Organization Development Journal, 33(6), 564 – 582. Jordan, J., Brown, M.E., Trevino, L.K. & Finkelstein, S. (2011). Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 20(10), 1 – 24. Jorfi, H. & Jorfi, S. (2011). Strategic operations management: Investigating the factors impacting communication effectiveness and job satisfaction. Procedia - Sosial and Behavioral Science, 7th International Strategic Management Conference, 24, 1596 –1605. Joseph, D.L., Newman, D.A. & MacCann, C. (2010). Emotional intelligence and job performance: The importance of emotion regulation and emotional labor context. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 159 – 164. Doi:10.1111/j.1754-9434.2010.01218.x Jung, D. (2001). Transformational and transactional leadership and their effects on creativity in groups. Creativity Research Journal, 13, 185 – 195. Kammeyer-Mueller, J.D., Simon, L.S., & Rich, B.L. (2012). The psychic cost of doing wrong: Ethical conflict, divestiture socialization, and emotional exhaustion. Journal of Management, 38(3), 784 – 808. Kaplan, R.S. & Norton, D.P. (1996). The Balanced Scorecard – Translating Strategy IntoAction. Boston, Harvard Business School Press. Katzenbach, J.R., Steffen, I. & Kronley, C. (2012). Cultural Change that sticks: start with what’s already working. Harvard Business Review, July-August, 1 – 9. Kee, H.W. & Knox, R.E. (1970). Conceptual and methodological considerations in the study of trust and suspicion. The Journal of Conflict Resolution,14(3), 357 – 366. Kemp, E., Borders, A.L. & Ricks, J.M. (2013). Sales manager support: Fostering emotional health in sales people. European Journal of Marketing, 47(3/4), 635 – 654. Kennerley, M. & Neely, A. (2002). Performance Measurement Frameworks: A Review. Business Performance Measurement. Cambridge, Cambridge University Press. Kets de Vries, M.E.R. (2006). The Leader on the Couch: A Clinical Approach to Changing People and Organization., John Wiley & Sons Ltd, Chichester. Keung, E.K. & Rockinson-Szapkiw, A.J. (2013). The relationship between transformational leadership and cultural intelligence. Journal of EducationalAdministration. 51(6), 836 – 854. Khany, R. & Choreishi, M. (2014). On the relationship between teachers’ sense of responsibility and transformational leadership style. Social and Behavioral Sciences, 136, 302 – 307. Khatri, P. & Duggal, S. (2011). A test of transactional and transformational leadership behavior of salesman on customer relationship marketing behavior: A study of theIndian Banking sector. International Journal of Information Technology, November,1 – 9. Khazanchi, S. & Masterson, S.S. (2011). Who and what is fair matters: A multi-foci social exchange model of creativity. Journal of Organizational Behavior, 32, 86 –106. Khoo, M. & Hall, C. (2013). Managing metadata: Networks of practice, technological frames, and metadata work in a digital library. Information and Organization, 23, 81 – 106. Kilbourne, W. (2012). Towards a philosophy of technology. Proceedings of The Association of Collegiate Marketing Educators, 117 – 118. Kim, S.G. & Kim, J. (2014). Integration strategy, transformational leadership and organizational commitment in Korea’s corporate split-offs. 2nd World Conference on Business, Economics and Management – WCBEM 2013 cited in Social and Behavioral Sciences, 109, 1353 – 1364. Kirk, J. & Miller, M.L. (1986) reliability and validity in qualitative research. Beverly Hills: Sage Publications. Kleiner A. (2015). The thought leader interview: Douglas Conant. Retrieved from http//:www.strategy-business.com,/article/00128? gko=50b48 on 2nd June 2015. Kloot, L. (1999). Performance Measurement and Accountability in Victorian Local Government. The International Journal of Public Sector Management, 12(7), 565 – 583. Knight, D., Durham, C.C. & Locke, E. (2001). The relationship of team goals, incentives and efficacy to strategic risk, tactical implementation and performance. Academy ofManagement Journal, 44(2), 326 – 338. Knowledge @ Wharton. (2005). Three reasons why good strategies fail: Execution, Execution… Wharton School of the University of Pennsylvania. http://knowledge.wharton.upenn.edu/article.cfm?articleid=1252. Kober, R., Ng, J. & Paul, B.J. (2007). The interrelationship between management control mechanisms and strategy. Management Accounting Research, 18, 425 – 452. Kotter, J.P. & Schlesinger, L.A. (1979). Choosing strategies for change, Harvard Business Review, 57(Mar – April), 106 – 114. Kotter, J. P. (1998). What leaders really do? Harvard Business Review, 37 – 60. Kraus, F., Ahearne, M., Lam, S.K. & Wieseke, J. (2012). Toward a contingency framework of interpersonal influence in organizational identification diffusion. Organizational Behavior and Human Decision Processes, http//dx.doi.org/10.1016/j.obhdp.2012.03.010 Krueger, R.A. & Casey, M.A. (2000). Focus groups: A practical guide for applied researchers (3rded.). Thousand Oaks, CA: Sage. Kumar, H. & Raghavendran, S. (2013). Not by money alone: The emotional wallet and talent management. Journal of Business Strategy, 34(3), 16 – 23. Kval, S. (1996). Interviews: An introduction to qualitative research interviewing. Thousand Oaks, CA: Sage Publications. LaForge, R.W., & Cravens, D.W. (1982). Steps in selling effort deployment. Industrial Marketing Management, 11, 183 – 194. LaForge, R.W., Cravens, D.W., and Young, C.E. (1985). Improving sales force productivity. Business Horizon, September-October, 50 – 59. Langevin, P. & Mendoza, C. (2013). How can management control system fairness reduce managers unethical behaviors? European Management Journal, 31, 209 – 222. Lassk, F.G., Ingram, T.N., Kraus, F. & Di Mascio, R. (2012). The future of sales training: Challenges and related research questions. Journal of Personal Selling & SalesManagement, 17(1), 141 – 154. Latham, G.P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks, CA:Sage. Lauermann, F. & Karabenick, S.A. (2011). Taking teacher responsibility into account (ability): Explicating its multiple components and theoretical status. Educational Psychologist, 46(2), 122 – 140. Lauermann, F. & Karabenick, S.A. (2013). The meaning and measure of teachers’ sense of responsibility for educational outcomes. Teaching and Teacher Education, 30, 13– 26. Lawrence, T.B., Mauws, M.K., Dyck, B. & Kleysen, R.F. (2005). The politics of organizational learning: Integrating power into the 4I framework. Academy of Management Review, 30(1), 180 – 191. Lawrie, G. J.G. and Cobbold, I. (2004). Third generation balanced scorecard: Evolution of an effective strategic control tool. International Journal of Productivity and Performance Management, 53(7), 611 – 623. Layard, R. (2005). Happiness: Lessons from a new science. Allen Lane, London. Le Bon, J. &Marunka, D. (2006). The Impact of individual and managerial factors on sales people’s contribution to marketing intelligence activities. International Journal of Research in Marketing, 23(4), 395 - 408. Lee, J.E., Almanza, B.A., Jang, S.C. & Nelson, D.C. (2013). Does transformational leadership style influence employees’ attitude toward food safety practices? International Journal of Hospitality Management, 33, 282 – 293. Lee, J., Elbashir, M.Z., Mahama, H. & Sutton, S.G. (2014). Enablers of top management team support for integrated management control systems innovations. InternationalJournal of Accounting Information Systems, 15, 1 – 25. Leh, L.Y. & Abdullag, A.G.K. (2014). The influence of coaching communication towards self-efficacy of teaching in Malaysia education organizations. Journal of Studies in Education, 4(4), 131 – 143.Levin, M. (2003). Action research and the research community. Concepts and Transformation, 8(3), 275 – 280. Lewin, K. (1946). Action research and minority problems. Journal of Social Issues, 2(4), 34 – 46. Lewin, K. & Ronald, L. (1938). An experiment approach to the study of autocracy and democracy: A preliminary Note. Sociometry, 1, 292 - 300. Liberali, G., Urban, G.L. & Hauser, J.R. (2013). Competitive information, trust, brand consideration and sales: Two field experiments. International Journal of Research in Marketing, 30, 101 – 113. Limsila, K. & Ogunlana, S. (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management, 15(2), 164 – 184. Lingle, J.H. & Schiemann, W.A. (1996).From balanced scorecard to strategy gauge: Is measurement worth it?Management Review, March, 56 - 62. Liu, S., Hu, J., Li, Y., Wang, Z. & Lin, X. (2014). Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China. TheLeadership Quarterly, 25, 282 – 295. Locke, E.A. (1968).Toward a theory of task motivation and incentives.Organizational Behavior and Human Performance, 3(2), 157 – 189. Locke, E.A. & Latham, G.P. (2004). What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29(3), 388 – 403. Loewenberger, P.A., Newton, M. & Wick, K. (2014). Developing creative leadership in a public sector organization. International Journal of Public Sector Management, 27(3), 190 – 200. Longino, E. (2009). Sales management control, territory design, sales force performance, and sales organizational effectiveness in the pharmaceutical industry, Dissertation.Com., Boca Raton, Florida.Lopez-Zafra, E.& Del Olmo, S.M. (1999). Estereotipia de genero y liderazgo transformacional en contextos de trabajo tipicamente femeninos. Revista dePsicologia Social Aplicada, 9, 53 – 71. Cited in Lopez-Zafra, E. Garcia-Retamero,R., & Berrios Matos, M.P. (2012) “The relationship between transformationleadership and emotional intelligence from a gendered approach”. The Psychological Record, 62, 97 – 114 Lopez-Zafra, E., Garcia-Retamero, R. and Berrios Martos, M.P. (2012). The relationship between Transformational leadership and emotional intelligence from a gendered approach. The Psychological Record, 62, 97 – 114. Lord. R.G., Dinh, J.E. & Hoffman, E.L. (2015). A quantum approach to time and organization change. Academy of Management Review, 40(2), 263 – 290. Lowe, K.B., Kroeck, K.G., & Sivasubramaniam, N.(1996). Effectiveness correlates of transformational and transactional leadership: a meta-analytic review of the MLQ literature. Leadership Quarterly, 7(3), 385 – 425. Lu, X. & Koehn, D. (2015). On responsibility in China: Understanding and practice. Journal of Business Ethics, 127, 607 – 622. Lupton, R.A., Weiss, J.E. & Peterson, R.T. (1999). Sales training evaluation model (STEM): A conceptual framework. Industrial Marketing Management, 28(1), 73 - 86. Lutenbacher, M., Cooper, W. and Faccia, K. (2002). Planning Youth Violence Prevention Efforts: Decision-making Across Community Sectors. Journal of Adolescent Health,30(1), 346 – 354. Luthans, F. (1988). Successful vs. effective real managers. The Academy of Management Executive, 11(2), 127 – 132. Ma, L. & Tsui, A.S. (2015). Traditional Chinese philosophies and contemporary leadership. The Leadership Quarterly, 26, 13 – 24. Macaux, W.P. (2012). Generative leadership: responding to the call for responsibility. Journal of Management Development, 31(5), 449 – 469. MacKenzie, S.B., Podsakoff, P.M., & Rich, G.A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29, 115 – 134. Makoto M. (2009). The influence of sales management control on innovativeness of sales departments. Journal of Personal Selling and Sales Management, 29 (4), 321 – 331. Manning, G.L. & Reece, B.L. (2001). Selling today. (8thed), Saddle River, NJ, Prentice Hall. Manning, G.L.& Reece, B.L. (2004). Selling today: Creating customer value (9thed), Saddle River, NJ, Prentice Hall. Mantrala, M.K., Albers, S., Caldieraro, F., Jensen, O., Joseph, K., Krafft, M., Narasimhan, C., Gopalakrishna, S., Zoltners,A., Lal, R., and Lodish, L. (2010). Slesforce modeling: State of the field and research agenda. Marketing Letters, 21(3), 255– 272. March, J.G. & Simon, H.A. (1958). Organizations. New York: Wiley. Marginson, D.E.W. (2002). Management control systems and their effects on strategy formation at middle-management levels: evidence from a U.K. organization. Strategic Management Journal, 23(11), 1019 – 1031. Markiewicz (2013). Methodical aspects of applying strategy map in an organization. Business, Management and Education, 11(1), 153 – 167. Marlow, M.P., & Nass-Fukai, J. (2000). Collegiality, collaboration, and kuleana: Threecrucial components for sustaining effective school-university partnerships. Education, 121(1), 188 – 196. Marsh, L. (1992). Good manager: Good coach? Industrial and Commercial Training, 24(9), 3 – 8. Marshall, C. & Rossman, G.B. (1999). Designing qualitative research, third edition. USA: Sage Publications Inc. Marshall, C. & Rossman, G.B. (2006). Designing qualitative research (4th ed.), Thousand Oaks, CA: Sage Publications. Marsick, V.J. & Watkins, K.E. (1997). Case study research methods. In R.A. Swanson &E.F. Holton, III (Eds). Human Resource Development Handbook (ED502 coursepack ed., 138 – 157. Martin, C.A. & Bush, A.J. (2006). Psychological climate, empowerment, leadership style, and customer-oriented selling: An analysis of the sales manager salesperson dyad. Journal of the Academy of Marketing Science, 34(3), 419 – 438. Marx, T.G. (2015). The impact of business strategy on leadership. Journal of Strategy and Management, 8(2), 1- 30. Mathiassen, L., Chiasson, M. & Germonprez, M. (2012). Style Composition in action research publication. MIS Quarterly, June 36(2), 347 – 363. Matzler, K., Uzelac, B. & Bauer, F. (2014). Intuition: The missing ingredient for good managerial decision-making. Journal of Business Strategy, 35(6), 31 – 40.

Similar Items