A longitudinal cross-level model of leader and salesperson influences on sales force technology use and performance.

Abstract

The authors examined the influence of the introduction of a new suite of technology tools on the performance of 592 salespersons. They hypothesized that the salespersons' work experience would have a negative effect on their technology self-efficacy, which in turn would relate positively to their use of technology. Sales performance was hypothesized to be positively related to both past performance and the use of new technology tools. Further, the authors hypothesized that leaders' commitment to sales technology would enhance salespersons' technology self-efficacy and usage, and leaders' empowering behaviors would influence salespersons' technology self-efficacy and moderate the individual-level relationships. Hierarchical linear modeling analyses confirmed all of the hypothesized individual-level relationships and most of the cross-level relationships stemming from average leader behaviors. In particular, empowering leadership exhibited multiple cross-level interactions, as anticipated. Results are discussed in terms of the importance of social-psychological factors related to the success of sales force technology interventions.

Social influence on salespeople’s adoption of sales technology: a multilevel analysis

“…As we have argued that superiors' behavior affects salespeople's adoption, we consider it essential to control for charismatic, participative, and respectful leadership style (e.g., Mathieu et al 2007). Other control variables which we account for relate to the length of relationship between our interaction partners (Sallee and Flaherty 2003), span of control (number of persons a manager supervises), perceived adoption pressure (as opposed to adoption voluntariness; Moore and Benbasat 1991), computer self-efficacy (an individual's belief of capabilities to perform a specific task using a computer; Compeau and Higgins 1995), and sales experience (e.g., Speier and Venkatesh 2002).…”

Big Brother or big bother? E‐monitoring the salesforce

“…The cultural value placed on trust suggests the primary purpose behind technology will be the salesperson's self-evaluation and skill development, rather than managerial control. Support for these agency theory notions is implied in sales information systems studies examining the effect of supportive sales manager behavior, with results revealing a positive link between supportive sales manager behaviors and salesperson technological competence and use (Mathieu et al, 2007;Schillewaert et al, 2005).…”

Testing a longitudinal model of distributed leadership effects on school improvement

“…The study explored whether the application of structural equation modeling (SEM) techniques with longitudinal data might offer a more robust approach for illuminating the nature of these relationships than traditional cross-sectional analyses of leadership effectiveness (Heck & Thomas, 2009;Huber & Van de Ven, 1995;Mathieu et al, 2007;Podsakoff, 1994;Raykov & Marcoulides, 2006).…”