Predicting Sales Manager Control: A Comparison Of Control-System And Leadership Approaches

Abstract

How much latitude should the field sales manager allow his or her subordinates? Two schools of thought have addressed this question. This study tests proposals from these two approaches. The control-system approach contends the field sales managers behavior should be consistent with other sales organization controls. The findings here do not support these contentions but do provide some support the leadership approach. The sales managers in this study varied their control behaviors depending upon the quality of their working relationship with their subordinate or upon the perceived effort levels of the salesperson.