Relationship between Psychological Climate and Trust between Salespersons and Their Managers in Sales Organizations

Abstract

The ability of managers to develop and preserve trusting relationships with people in their sales departments exerts a critical influence on the success of their organizations. The extent to which psychological climates influence the trust that salespersons place in their managers was investigated. Salespersons possessing low and high trust ( ns = 94 and 89) were distinguished by significantly different perceptions of the levels of autonomy, cohesiveness, fairness, innovativeness, and recognition within the psychological climate of their sales units. Recommendations for how managers can foster psychological climates of trust are suggested.

The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance

“…In accordance with Whitener et al (1998), high levels of behavioral consistency and integrity are supposed to promote mutual trust in organizations. Specifically, greater trust might thus evolve from ethical work climates that encourage less egoism and a fair treatment of others (DeConinck 2011; Ruppel and Harrington 2000;Mayer et al 1995;Strutton et al 1993). Extant research moreover stresses that high levels of mutual trust seem to be strongly associated with various organizational-level outcomes like, e.g., innovation or cooperation (Bolino et al 2002;Jones and George 1998;Whitener et al 1998).…”

“…In particular, aspects of ethical work climates have been considered as precursors to the emergence of mutual trust which has been referred to as one of the most important assets in contemporary organizations (DeConinck 2011; Mulki et al 2006Mulki et al , 2008García-Marzá 2005;Ruppel and Harrington 2000;Bejou et al 1998;Mayer et al 1995). Strutton et al (1993) emphasize that employees are often more willing to exhibit trusting behaviors if an organization is perceived as being ethical. For example, high levels of collective ethical awareness are indicative of a widespread consideration of ethical aspects in decision-making processes.…”

Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory

“…When supervisors communicate the firmÕs ethical expectations, they provide workers with a sense of shared values that enhance their beliefs that a supervisor and the organization have moral values and are fair (Ruppel and Harrington, 2000). When employees perceive that the organization is ethical, they feel less vulnerable and more willing to trust their supervisor (Strutton et al, 1993). Hence, an EC is likely to result in higher supervisor trust (TS) as evidenced by a recent study which provides empirical evidence of a positive EC-TS relationship (Mulki et al, 2006).…”

Examination of Selected Precursors and Outcomes of Sales Manager Behaviors

“…One plausible reason for the problem encountered when promoting high sales performers into sales management is the need for knowledge concerning how sales managers interact with salespeople (Anderson, Dubinsky, & Mehta, 2014;Shepherd, Lambert, Ridnour, & Weilbaker, 2012)-that is, the nature of the behaviors in which they engage. et al, 1990;Jones et al, 1996;Matsuo, 2009;Piercy, Cravens, & Lane, 2009;Strutton et al, 1993). Another alternative examines sales managers as leaders (Dubinsky, Yammarino, Jolson, & Spangler, 1995;Knippenberg & Sitkin, 2013;MacKenzie et al, 2001;Panagopoulos & Avlonitis 2010;Russ et al, 1996;Shannahan, Blush, & Shannahan, 2013;Smith, Andras, & Rosenbloom, 2012;Schwepker & Good, 2010;Yang, 2012).…”