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The impact of supervisory adaptive selling and supervisory feedback on salesperson performance |
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| Authors: | Subhra Chakrabarty [Author Vitae] Diana T. Oubre [Author Vitae] Gene Brown [Author Vitae] |
| Affiliation: | a Department of Marketing, Quantitative Analysis, and Business Law, College of Business and Industry, Box 9582, Mississippi State University, Mississippi State, MS 39762, United States b Department of Management and Marketing, College of Business, Grambling State University, Grambling, Louisiana 71245, United States c Henry W. Bloch School of Business and Public Administration, University of Missouri, Kansas City, 5100 Rockhill Road, Kansas City, MO 64110-2499, United States |
| Abstract: | The paper investigated the moderating effects of supervisory adaptive selling behaviors on the feedback-performance relationship in industrial salespersons. A conceptual model was developed and three research hypotheses were empirically examined. The data were collected via a survey of a national random sample of industrial salespersons in US. The results indicated that adaptive selling behaviors by sales managers moderated the effects of positive behavioral feedback on salesperson performance. Positive output feedback had a significantly positive effect on salesperson performance, whereas negative feedback (output and behavior) was unrelated to salesperson performance. Thus, sales managers can improve the productivity of their salespeople by demonstrating adaptive selling techniques while providing positive feedback to them. Managerial implications were discussed. |
| Keywords: | Supervisory adaptive selling behaviors Supervisory feedback Salesperson performance |
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