Journal of the Academy of Marketing Science

, Volume 25, Issue 4, pp 319–328 | Cite as

The sales manager as a Role model: Effects on trust, job satisfaction, and performance of salespeople

  • Gregory A. Rich


This study develops a conceptual framework that relates role-modeling behavior of sales managers to a set of key outcome variables and assesses the validity of the framework using a cross-sectional sample of salespeople and sales managers drawn from a variety of business-to-business sales organizations. Findings indicate that salespeople’s perceptions of their managers’ role-modeling behavior relate positively to trust in the sales manager and relate indirectly, through trust, to both job satisfaction and overall performance of salespeople. The study provides empirical validity for practitioner suggestions that sales managers should lead by example, and thus should provide a model of the behavior managers desire their salespeople to enact.


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Copyright information

© Academy of Marketing Science 1997

Authors and Affiliations

  • Gregory A. Rich
    • 1
    • 2
  1. 1.Indiana UniversityUSA
  2. 2.the Department of Marketing at Bowling Green State UniversityUSA

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