Leadership Behavior and Organizational Commitment: A Comparative Study of American and Indian Salespersons
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Leadership
Commitment:
A
American
and
and
Organizational
Comparative Indian
Study
of
Salespersons SanjeevAgarwal* IOWA STATEUNIVERSITY
Thomas E. DeCarlo** IOWASTATEUNIVERSITY
ShyamB. Vyas*** M.A.R.C. Many studies have examined the impact of leadership behaviors on salespersons' organizationalcommitment. Unfortunately,little is known about how leadership behaviors impact salespersons' organizational commitment in countries other than the United States. The lack of reINTRODUCTION
Understanding
the factors affecting
salespersons' organizational commitment is important for sales managers
GROUP
search is problematic given that many firms today operate globally. This study fills the gap and presents a framework for understanding the role of culture on relationships between leadership behaviorsand organizational commitment.
since they must rely on salespersons to generate revenues, build image, and satisfy customers. One factor that is clearly recognized to have a powerful influence on salesperson's attitudes is the lead-
* Sanjeev Agarwal (Ph.D., Ohio State University) is Associate Professorin the Departmentof Marketing,Iowa State University, Ames, IA 50011. He has previously published in Journal of Consumer Research, Journal of International Marketing, International Marketing Review, Industrial Marketing Management, Journal of International Business Studies, Journal of the Academy of Marketing Science and Journal of Personal Selling and Sales Management.
** Thomas E. DeCarlo(Ph.D. University of Georgia)is Associate Professor of Marketing,Iowa State University, Ames, IA 50011. He has previously published in the Journal of Marketing, Journal of Personal Selling and Sales Management, Industrial Marketing Management, Journal of Services Marketing and others.
* * Shyam B. Vyas (M.B.A.Western Illinois University) is President of the M.A.R.C.Group, a marketing, advertising, and research consulting organization in New Delhi, India. He has previously published in Journal of Asia-Pacific Business. The authors would like to thank the special editor and the anonymous reviewers for their valuable comments. JOURNAL
OF INTERNATIONAL
BUSINESS
STUDIES,
30, 4 (FOURTH QUARTER 1999): 727-743
727
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LEADERSHIPBEHAVIORAND ORGANIZATIONALCOMMITMENT
ership behavior of his/her manager (Anderson and Chambers 1985; Jaworski and Kohli 1991). Unfortunately, the boundary spanning nature of salespersons typically requires them to operate outside their managers' physical control where chances of misunderstandings between themselves and their managers are higher. To reduce the potential for misunderstandings and the possible undesirable behaviors they engender among salespersons, managers should understand the relationships between different types of leadership behaviors and salespersons' organizational commitment. Although the effects of sales manager leadership behavior
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