The Bright and Dark Side of Incongruence Value between Managers and Salespeople in Generating Sales Performance

Informações

Código: EMA301
Divisão: EMA - Encontro de Marketing da ANPAD
Tema de Interesse: Tema 06 - Marketing de Serviços, de Relacionamento e de Vendas

Autores

LETICIA FERNANDES DE NEGREIROS (Prog de Pós-Grad em Admin - PPA/UEM - Universidade Estadual de Maringá e UENP - Universidade Estadual Norte do Paraná) leticia_negreiros@hotmail.com
VALTER AFONSO VIEIRA (Prog de Pós-Grad em Admin - PPA/UEM - Universidade Estadual de Maringá) VALTERAFONSOVIEIRA@GMAIL.COM

Resumo

Previous research have been supporting the positive effect of congruence value on firm outcomes. However, few studies have been suggesting that the incongruence value can also have a negative influence. Contrary to traditional wisdom, the authors suggest that there are a bright and a dark side of incongruence value between managers and salespeople in generating sales performance. The bright side of incongruence value is based on Leader–Member Exchange Theory. Otherwise, the dark side is based on Expectancy Violations Theory, in which salespeople perceive that the transactional leadership behavior from their managers is lower than the managers evaluate themselves. Across three surveys using multi-level approach with managers and their salespeople, we found a positive and a negative effect of incongruence value. In addition, we also support that these two effects goes through self-efficacy, which plays a mediating role in the relationship.

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