Brent Smith Thesis

7/27/2019 Brent Smith Thesis

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}\viewkind1\viewscale100\margl0\margr0\margt0\margb0\deftab80\dntblnsbdb\expshrtn\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg1}{\bkmkend Pg1}\par\pard\ql \li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb0\sl-276\slmult0 \par\pard\ql\li3486\sb243\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 Relationship Management in the Sales Organization: \par\pard\ql \li3025\ri2115\sb1\sl-280\slmult0\tx4112 \up0 \expndtw-3\charscalex100 An Examination of Leadership Style and Cultural Orientation \line\tab \up0 \expndtw-3\charscalex100 in Sales Manager and Salesperson Dyads \par\par

d\ql \li6057\sb0\sl-253\slmult0 \par\pard\ql\li6057\sb0\sl-253\slmult0 \par\pard\ql\li6057\sb37\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 A Thesis \par\pard\ql \li5282\ri4388\sb34\sl-560\slmult0\tx6382 \up0 \expndtw-3\charscalex100 Submitted to the Faculty \line\tab \up0 \expndtw-3\charscalex100 of \par\pard\ql \li5613\ri4720\sb0\sl-540\slmult0\tx6357 \up0 \expndtw-3\charscalex100 Drexel University \line\tab \up0 \expndtw-3\charscalex100 by \par\pard\ql \li5761\sb0\sl-253\slmult0 \par\pard\ql\li5761\sb2\sl-253\slmult0 \up0\expndtw-3\charscalex100 Brent A. Smith \par\pard\ql \li5078\ri4183\sb42\sl-550\slmult0\fi79\tx6382 \up0 \expndtw-3\charscalex100 In Partial Fulfillment of the\line \up0 \expndtw-3\charscalex100 Requirements for the Degree \line\tab \up0 \


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expndtw-3\charscalex100 of \par\pard\ql \li5441\sb236\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Doctor of Philosophy \par\pard\ql \li4927\ri4032\sb34\sl-560\slmult0\tx5917 \up0 \expndtw-3\charscalex100 in the Department of Marketing \line\tab \up0 \expndtw-3\charscalex100 March 2004 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg2}{\bkmkend Pg2}\par\pard\ql \li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb0\sl-253\slmult0 \par\pard\ql\li5620\sb89\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Copyright 2004 \par\pard\ql \li4682\sb27\sl-253\slmult0\up0 \expndtw-3\charscalex100 Brent A. Smith. All Rights Reserved. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg3}{\bkmkend Pg3}\pard\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg4}{\bkmkend Pg4}\par\pard\ql \li10677\sb0\sl-241\slmult0 \par\pard\ql\li10677\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 ii \par\pard\ql \li5653\sb0\sl-276\slmult0 \par\pard\ql\li5653\sb0\sl-276\slmult0 \par\pard\ql\li5653\sb0\sl-276\slmult0 \par\pard\ql\li5653\sb0\sl-276\slmult0 \par\pard\ql\li5653\sb0\sl-276\slmult0 \par\pard\ql\li5653\sb91\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 DEDICATIONS \par\pa

rd\ql \li2947\sb0\sl-260\slmult0 \par\pard\ql\li2947\sb0\sl-260\slmult0 \par\pard\ql\li2947\sb0\sl-260\slmult0 \par\pard\ql\li2947\ri2062\sb58\sl-260\slmult0\tx3381 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 \u8220?For unto whomsoever much is given, of him shall be much required\u8230?\u8221? \line\tab \up0 \expndtw-3\charscalex100 Book of Saint Luke 12:48 - The Holy Bible (King James Version) \par\pard\qj \li2534\sb0\sl-280\slmult0 \par\pard\qj\li2534\ri1648\sb264\sl-280\slmult0 \up0 \expndtw0\charscalex100 To my parents, Robert L. Smithand Lura Babin Moore Smith, for having given \up0 \expndtw-3\charscalex100 me life and empowering me to affect the lives of others. \par\pard\qj \li2534\ri1649\sb260\sl-280\slmult0 \up0 \expndtw0\charscalex100 To my brother, Alvin M. Chapital, III, for having provided the strong stem from \up0 \expndtw-3\charscalex100which my blossom could know the sun\u8217?s light. \par\pard\ql \li2534\sb0\sl-253\slmult0 \par\pard\ql\li2534\sb30\sl-253\slmult0 \up0 \expndtw-3\charscalex100

I love you. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg5}{\bkmkend Pg5}\par\pard\ql \li10616\sb0\sl-241\slmult0 \par\pard\ql\li10616\sb239\sl-241\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs21 iii \par\pard\ql \li5173\sb0\sl-276\slmult0 \par\pard\ql\li5173\sb0\sl-276\slmult0 \par\pard\ql\li5173\sb0\sl-276\slmult0 \par\pard\ql\li5173\sb0\sl-276\slmult0 \par\pard\ql\li5173\sb0\sl-276\slmult0 \par\pard\ql\li5173\sb191\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 ACKNOWLEDGMENTS \par\pard\qj \li2160\sb0\sl-550\slmult0 \par\pard\qj\li2160\ri1652\sb28\sl-550\slmult0\fi720 \up0 \expndtw0\charscalex102 \ul0\nosupersub\cf4\f5\fs22 Surely, having started and completed this dissertation has been somewhat \up0 \expndtw0\charscalex100 like a long-term committed relationship. And, as for most relationships, the people \up0 \expndtw0\charscalex107 in them succeed when they realize that success comes with help, support, and \up0 \expndtw0\charscalex102 guid

ance from others. In that light, I am moved to express my sincere thanks and \up0 \expndtw-2\charscalex100 appreciation for the help, support, and guidance ofseveral individuals. \par\pard\qj \li2160\ri1652\sb0\sl-550\slmult0\fi720 \up0 \expndtw-1\charscalex100 First, I am especially grateful to my dissertation supervisor, Dr. Trina Larsen \line \up0 \expndtw-1\charscalex100 Andras. Few words would actually suffice to describe the effort or patience she has \line \up0 \expndtw-1\charscalex100 put forth to foster and encourage my success. She has gracefully worn so many hats \par\pard\ql \li2160\sb226\sl-253\slmult0 \up0 \expndtw-3\charscalex100 -- mentor, coach, counselor, motivator -- throughout our relationship. \par\pard\ql \li2880\sb0\sl-253\slmult0 \par\pard\ql\li2880\sb34\sl-253\


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slmult0 \up0 \expndtw0\charscalex100 Second, I offer much gratitude to the members of my dissertation committee \par\pard\qj \li2160\ri1653\sb70\sl-540\slmult0\up0 \expndtw0\charscalex110 -- Drs. Rolph E. Anderson, Bert Rosenbloom, SylviaLong Tolbert, and Dona \up0 \expndtw0\charscalex108 DeCarolis -- for having provided the moral support, instructive wisdom, and \up0 \expndtw-2\charscalex100 constructive criticism needed to fulfill my relationship with this dissertation. \par\pard\qj \li2160\ri1653\sb16\sl-545\slmult0\fi720 \up0 \expndtw0\charscalex106 Third, I am deeply thankful to my family -- Robert L. Smith, Lura Babin \up0 \expndtw-1\charscalex100 Moore Smith, Alvin M. Chapital, III, and Ruby Babin Moore -- for having helped me \up0 \expndtw0\charscalex106 endure my life as a doctoral student while living through so many challenging \up0 \expndtw0\charscalex102 personal events. Thank you for reminding me that I\u8217?ve never been alone.Surely, \up0 \expndtw-3\charscalex100 we did this together! \par\pard\ql \li86

40\sb0\sl-253\slmult0 \par\pard\ql\li8640\sb0\sl-253\slmult0 \par\pard\ql\li8640\sb0\sl-253\slmult0 \par\pard\ql\li8640\sb38\sl-253\slmult0 \up0 \expndtw-3\charscalex100 - Brent A. Smith \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg6}{\bkmkend Pg6}\par\pard\ql \li10619\sb0\sl-241\slmult0 \par\pard\ql\li10619\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 iv \par\pard\ql \li5186\sb0\sl-276\slmult0 \par\pard\ql\li5186\sb0\sl-276\slmult0 \par\pard\ql\li5186\sb0\sl-276\slmult0 \par\pard\ql\li5186\sb0\sl-276\slmult0 \par\pard\ql\li5186\sb0\sl-276\slmult0 \par\pard\ql\li5186\sb191\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24TABLE OF CONTENTS \par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb0\sl-253\slmult0\

par\pard\li2159\sb97\sl-253\slmult0\fi0\tx10484 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 LIST OF TABLES \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 viii\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 LIST OF EXHIBITS \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\ul0\nosupersub\cf9\f10\fs22 \ul0\nosupersub\cf4\f5\fs22 ix\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb42\sl-253\slmult0\fi0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 ABSTRACT \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?

\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\ul0\nosupersub\cf9\f10\fs22 \ul0\nosupersub\cf4\f5\fs22 x\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb40\sl-253\slmult0\fi0\tx10689 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTER ONE: INTRODUCTION \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 1\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10690 \up0 \expndtw-3\charscalex100 Market Pressures on the Sales Organization \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 2\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10690 \up0 \expndtw-2\charscalex100 Need for Management Response to Market Pressures on

the Sales Organization \u8230?\tab \up0 \expndtw-3\charscalex100 3\par\pard\li2159\sb21\sl-253\slmult0\fi0 \up0 \expndtw-3\charscalex100 Understanding the Sales Organization: Sales Manager and Salesperson\par\pard\li2159\sb19\sl-253\slmult0\fi0\tx10689 \up0 \expndtw-3\charscalex100 Relationships \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 4\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10691 \up0 \expndtw-3\charscalex100 Importance of Culture \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\


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u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 4\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10690 \up0 \expndtw-3\charscalex100 Individual Differences: Similarity and Attraction \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 5\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10690 \up0 \expndtw-3\charscalex100 Importance of Communication \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 7\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10690 \up0 \expndtw-3\charscalex100 Importance ofLeadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 7\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10691 \up0 \expndtw-3\charscalex100 Importance of Relationship Quality and Effectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 8\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10691 \up0 \expndtw-3\charscalex100 Purpose ofResearch \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 9\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Contribution of Research \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 11\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10581 \up0 \expndtw-3\charscalex100 Organizati

on of Dissertation \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 11\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTER TWO: LITERATURE REVIEW \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 13\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb40\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-2\charscalex100 Sales Organizational Research: Context of Relationship Dyads \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 13\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 One Step Forward: Vertical Exchange Theory \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8

230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 15\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Sales Organization \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 17\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10581 \up0 \expndtw-3\charscalex100 Social Relationships \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 18\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10581 \up0 \expndtw-3\charscalex100 Similarity and Attraction \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscal

ex100 20\par\pard\li2159\sb19\sl-253\slmult0\fi0\tx10582 \up0 \expndtw-3\charscalex100 Culture \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 22\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Cultural Thought and Frameworks \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 25\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Hair et al. \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8


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230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 25\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Hall: High and Low Context Culture \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 27\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Triandis: Individualism versus Collectivism \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 28\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Hofstede: Four Dimension of Cultural Orientation\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 29\par\pard\li2159\sb19\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Schwartz: Ten Motivation Types\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 31\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10580 \up0\expndtw-3\charscalex100 Trompenaars and Hampden-Turner: 7-Dimensional Model \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 31\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Donthu and Yoo: Individual Cultural Orientation \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 32\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Level of Analysis in Culture Research \u8230?

\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 34\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstartPg7}{\bkmkend Pg7}\par\pard\ql \li10681\sb0\sl-241\slmult0 \par\pard\ql\li10681\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21v \par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb228\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 37\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Definition of Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8

230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex10038\par\pard\li2160\sb21\sl-253\slmult0\fi0\tx10582 \up0 \expndtw-3\charscalex100 Theories and Styles of Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 38\par\pard\li2160\sb19\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Trait Theory \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 39\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10579 \up0 \expndtw-3\charscalex100 Behavioral Theory \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 39\

par\pard\li2160\sb20\sl-253\slmult0\fi165 \up0 \expndtw-3\charscalex100 Power-Influence Theories: Vertical Dyad Linkage and\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10579 \up0 \expndtw-3\charscalex100 Leader-Member Exchange \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0\expndtw-3\charscalex100 39\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Contingency Theory: Path-Goal Theory \u8230?.\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 40\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Transactional


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and Transformational Leadership \u8230?.\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 42\par\pard\li2160\sb20\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Communication \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 45\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Facets of Communication \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 46\par\pard\li2160\sb21\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Chapter Summary \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 47\par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb41\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTER THREE: RESEARCH MODEL \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 49\par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb40\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Relationship Conditions \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 52\par\pard\li2160\sb21\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100

Relationship Management in the Sales Organization \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 52\par\pard\li2160\sb20\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Cultural Climate \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 53\par\pard\li2160\sb21\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Cultural Difference: Cause for Relationship Management \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\u8230?\u8230?\u8230?..\tab\up0 \expndtw-3\charscalex100 54\par\pard\li2160\sb20\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Model Development \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\

tab \up0 \expndtw-3\charscalex100 55\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-2\charscalex100 Influence of Relational Distance: Difference and Similarity \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 55\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Leadership Styles: Instruments of Relationship Management \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab\up0 \expndtw-3\charscalex100 57\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-2\charscalex100 Influence of Transformational Leadership versus Transactional Leadership \u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 59\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100Dyadic View of Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 60\par\pard\li216

0\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Influence of Charisma \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 61\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Influence of Inspiration \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 62\par\pard\li2160\sb19\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Influence of Intellectual Stimulation \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u823


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0?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 62\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Influence of Idealized Influence \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 63\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Influence of Individual Consideration \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 63\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Augmenting Influence of Transformational Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 64\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-2\charscalex100 Comparative Influences of Transformational and Transactional Leadership \u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 65\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Influence of Contingent Reward \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex10066\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Influence of Management-By-Exception \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 66\par\pard\li2160\sb20\sl-253\slmult0\fi165 \up0 \expndtw-2\charscalex100 Augmenting and Mitigating Effects of Transformational and Transactional\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10579 \up0 \

expndtw-3\charscalex100 Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 66\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Influence of Communication \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 67\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0\expndtw-3\charscalex100 Influence of Relationship Quality \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 68\par\pard\li2160\sb19\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Chapter Summary \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u82

30?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex10069\par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb42\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTER FOUR: RESEARCH DESIGN AND METHODOLOGY \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 71\par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb41\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Research Design \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 71\par\pard\li2160\sb20\sl-253\slmult0\fi0\tx10580\up0 \expndtw-3\charscalex100 Development of the Survey Instrument \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u

8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 72\par\pard\li2160\sb20\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Pre-Test of the Survey Instrument \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 72\par\pard\li2160\sb20\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Sample and Data Collection \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab\up0 \expndtw-3\charscalex100 73\par\pard\li2160\sb21\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Assessment of Psychometric Properties of Measure


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ment Scales \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 75\par\pard\li2160\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Reliability and Validity \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 75\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg8}{\bkmkend Pg8}\par\pard\ql \li10619\sb0\sl-241\slmult0\par\pard\ql\li10619\sb239\sl-241\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs21 vi \par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb228\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Cultural Orientation and Difference Measures \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 77\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10579 \up0 \expndtw-3\charscalex100 Leadership Style Measures: TransformationalLeadership Styles \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 81\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10581 \up0\expndtw-3\charscalex100 Leadership Style Measures: Transactional Leadership Styles \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 86\par\pard\li2159\sb19\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Communication Measure \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 88\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10581 \up0 \expndtw-3\charscalex100 Relationship Quality Measures \u8230?\u8230?\u8230?\u8230?\u8230?\u8230

?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 89\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10582 \up0 \expndtw-3\charscalex100 Relationship Effectiveness Measure \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab\up0 \expndtw-3\charscalex100 93\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Data Analysis \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 95\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10580 \up0 \expndtw-3\charscalex100 Statistical Analysis for Hypothesis Testing \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex1

00 95\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Chapter Summary \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 95\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb40\sl-253\slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTERFIVE: RESEARCH FINDINGS\ul0\nosupersub\cf7\f8\fs22 \ul0\nosupersub\cf4\f5\fs22\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 97\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Mathematical Equations Used for Hypothesis Tests\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 97\par\pard\li2159\sb21\sl-253\

slmult0\fi0\tx10579 \up0 \expndtw-3\charscalex100 Statistical Methodology for Data Analysis \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 99\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10580 \up0 \expndtw-3\charscalex100 Multicollinearity \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 99\par\pard\li2159\sb19\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\charscalex100 Correlational Analysis \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u82


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30?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 100\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\charscalex100 Hypothesis Tests \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 102\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10470 \up0 \expndtw-2\charscalex100 Cultural Orientation, Relationship Quality,and Relationship Effectiveness \u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 103\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10470 \up0 \expndtw-3\charscalex100 Diagnostic Tests of Assumptions for MANOVA/MANCOVA \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 104\par\pard\li2159\sb20\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 106\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10470 \up0 \expndtw-3\charscalex100 Transformational Leadership and Relationship Quality \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 108\par\pard\li2159\sb20\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100108\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10469 \up0 \expndtw-2\charscalex100 Transformational Leadership, Cultural Orientation, and Relationship Quality

\u8230?.\tab \up0 \expndtw-3\charscalex100 108\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 109\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10471 \up0 \expndtw-3\charscalex100 Transformational Leadership and Relationship Effectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 109\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 109\par\pard\li2159\sb19\sl-253\slmult0\fi165\tx10468 \up0 \expndtw-3\charscalex100 Transformational Leadership,

Cultural Orientation, and\tab \up0 \expndtw-3\charscalex100 110\par\pard\li2159\sb21\sl-253\slmult0\fi165 \up0 \expndtw-3\charscalex100 Relationship Effectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\par\pard\li2159\sb20\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 111\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10468 \up0 \expndtw-3\charscalex100 Transformational Leadership, Transactional Leadership, and\tab \up0\expndtw-3\charscalex100 111\par\pard\li2159\sb21\sl-253\slmult0\fi165 \up0 \expndtw-3\charscalex100 Relationship Quality \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230

?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\par\pard\li2159\sb20\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 111\par\pard\li2159\sb20\sl-253\slmult0\fi165 \up0 \expndtw-3\charscalex100 Transformational Leadership, Transactional Leadership, and\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10468 \up0 \expndtw-3\charscalex100 Relationship Effectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0


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\expndtw-3\charscalex100 112\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10469\up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab\up0 \expndtw-3\charscalex100 112\par\pard\li2159\sb20\sl-253\slmult0\fi165\tx10470 \up0 \expndtw-3\charscalex100 Bidirectional Communication and Relationship Quality \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 113\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 113\par\pard\li2159\sb19\sl-253\slmult0\fi165\tx10471 \up0 \expndtw-3\charscalex100 Relationship Quality and RelationshipEffectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 115\par\pard\li2159\sb21\sl-253\slmult0\fi331\tx10469 \up0 \expndtw-3\charscalex100 Statistical Results \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 115\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\charscalex100 Chapter Summary \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 116\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10468 \up0 \expn

dtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 CHAPTER SIX: DISCUSSION, LIMITATIONS, AND CONCLUSIONS \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 117\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb40\sl-253\slmult0\fi0\tldot\tx10148\tx10469 \up0 \expndtw-3\charscalex100 Discussion \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\expndtw0\charscalex100\tab \tab \up0 \expndtw-3\charscalex100 117\par\pard\li2159\sb20\sl-253\slmult0\fi0\tldot\tx10168\tx10469\up0 \expndtw-3\charscalex100 Research Contributions \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\expndtw0\charscalex100\tab \tab \up0 \expndtw-3\charscalex100 118\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10469 \up0 \expndtw-3\charscalex100 Academic Implications \u8230?

\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 118\par\pard\li2159\sb21\sl-253\slmult0\fi165\tx10469 \up0 \expndtw-3\charscalex100 Managerial Implications \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 120\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg9}{\bkmkend Pg9}\par\pard\ql \li10558\sb0\sl-241\slmult0 \par\pard\ql\li10558\sb239\sl-241\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs21 vii \par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb228\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Limitations of the Research \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u

8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 121\par\pard\li2159\sb20\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\charscalex100 Suggestions for Future Research \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 123\par\pard\li2159\sb21\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 Conclusions \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 125\par\pard\li2159\sb19\sl-253\slmult0\fi0\tx10469 \up0 \expndtw-3\cha


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rscalex100 Chapter Summary \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 126\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22LIST OF REFERENCES \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 128\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb42\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 APPENDIX A: COVER LETTER \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100140\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb40\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 APPENDIX B: SURVEY QUESTIONNAIRES FOR SALES MANAGERS \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 141\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 APPENDIX C: SURVEY QUESTIONNAIRES FOR SALESPERSONS \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 144\par\pard\li2159\sb0\sl-253\slmult0\par\pard\li2159\sb41\sl-253\slmult0\fi0\tx10468 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 VITA \ul0\nosupersub\cf4\f5\fs22 \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\

u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 149\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg10}{\bkmkendPg10}\par\pard\ql \li10497\sb0\sl-241\slmult0 \par\pard\ql\li10497\sb239\sl-241\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs21 viii \par\pard\ql \li5506\sb0\sl-276\slmult0 \par\pard\ql\li5506\sb0\sl-276\slmult0 \par\pard\ql\li5506\sb0\sl-276\slmult0 \par\pard\ql\li5506\sb0\sl-276\slmult0 \par\pard\ql\li5506\sb0\sl-276\slmult0 \par\pard\ql\li5506\sb191\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 LIST OF TABLES \par\pard\li2396\sb0\sl-253\slmult0\par\pard\li2396\sb0\sl-253\slmult0\par\pard\li2396\sb0\sl-253\slmult0\par\pard\li2396\sb0\sl-253\slmult0\par\pard\li2396\sb97\sl-253\slmult0\fi0\tx3123\tx10581 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 4.1\tab \up0 \expndtw-3\charscalex100 Demographic Statistics for Respondents in Stud

y \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0 \expndtw-3\charscalex100 74\par\pard\li2396\sb21\sl-253\slmult0\fi0\tx3124\tx10581 \up0 \expndtw-3\charscalex100 4.2\tab \up0 \expndtw-3\charscalex100 Scale Assessment - Cultural Orientation \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 82\par\pard\li2396\sb20\sl-253\slmult0\fi0\tx3124\tx10581 \up0 \expndtw-3\charscalex1004.3\tab \up0 \expndtw-3\charscalex100 Scale Assessment - Transformational Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?.\tab \up0\expndtw-3\charscalex100 85\par\pard\li2396\sb21\sl-253\slmult0\fi0\tx3124\tx10582 \up0 \expndtw-3\charscalex100 4.4\tab \up0 \expndtw-3\charscalex100 Scale Assessment - Transactional Leadership \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 87\par\pard\li2396\sb21\sl-253\slmult0\fi0\tx3124\tx10581 \up0 \expndtw-3\charscalex100 4.5\t

ab \up0 \expndtw-3\charscalex100 Scale Assessment - Relationship Quality \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 91\par\pard\li2396\sb19\sl-253\slmult0\fi0\tx3124\tx10583 \up0 \expndtw-3\charscalex100 4.6\tab \up0 \expndtw-3\charscalex100 Scale Assessment - Relationship Effectiveness \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 94\par\pard\li2396\sb0\sl-253\slmult0\par\pard\li2396\sb41\sl-253\slmult0\fi0\tx3123\tx10581 \up0 \expndtw-3\charscalex100 5.1\tab \up0 \expndtw-3\charscalex100 General Mathematical Equations for Hypothesis Tests \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 98\par\pard\li2396\sb21\s


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l-253\slmult0\fi0\tx3124\tx10471 \up0 \expndtw-3\charscalex100 5.2\tab \up0 \expndtw-3\charscalex100 Means and Correlations of Research Variables \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?..\tab \up0 \expndtw-3\charscalex100 101\par\pard\li2396\sb20\sl-253\slmult0\fi0\tx3124\tx10470 \up0 \expndtw-3\charscalex100 5.3\tab \up0 \expndtw-3\charscalex100 Hypothesis Results for MANCOVA \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 105\par\pard\li2396\sb21\sl-253\slmult0\fi0\tx3124\tx10471 \up0 \expndtw-3\charscalex1005.4\tab \up0 \expndtw-3\charscalex100 Hypothesis Results for Regression \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 107\par\pard\li2396\sb19\sl-253\slmult0\fi0\tx3124\tx10471 \up0 \expndtw-3\charscalex100 5.5\tab \up0 \expndtw-3\charscalex100 Hypothesis Results for Regression \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 110\par\pard\li2396\sb21\sl-253\slmult0\fi0\tx3124\tx10471 \up0 \expndtw-3\charscalex100 5.6\tab \up0 \expndtw-3\charscalex100 Hypothesis Results for Regression \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 114\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg11}{\bkmkend Pg11}\par\pard\ql \li10629\sb0\sl-241\slmult0 \par\pard\ql\li10629\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 ix \par\pard\ql \li5433\sb0\sl-276\slmult0 \par\pard\ql\li5433\sb0\sl-276\slmult0 \par\pard\ql\li5433\sb0\sl-276\slmult0 \par\pard\ql\li5433\sb0\sl-276\slmult0 \par\pard\ql\li5433\sb0\sl-276\slmult0 \par\pard\ql\li54

33\sb191\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 LIST OF EXHIBITS \par\pard\li2482\sb0\sl-253\slmult0\par\pard\li2482\sb0\sl-253\slmult0\par\pard\li2482\sb0\sl-253\slmult0\par\pard\li2482\sb0\sl-253\slmult0\par\pard\li2482\sb97\sl-253\slmult0\fi0\tx3296\tx10583 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 2.1\tab \up0 \expndtw-3\charscalex100 Summary of Common Approaches to Understanding Culture \u8230?\u8230?...\tab \up0 \expndtw-3\charscalex100 26\par\pard\li2482\sb21\sl-253\slmult0\fi0\tx3296 \up0 \expndtw-3\charscalex100 3.1\tab \up0 \expndtw-3\charscalex100 An Integrated ConceptualModel for Understanding Relationship\par\pard\li2482\sb20\sl-253\slmult0\fi814\tx10580 \up0 \expndtw-3\charscalex100 Management in Sales Manager - Salesperson Dyads \u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\u8230?\tab \up0 \expndtw-3\charscalex100 51\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg12}{\bkmkend Pg12}\par\pard\ql \li10690\sb0\sl-241\slmult0 \par\pard\q

l\li10690\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 x \par\pard\ql \li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb0\sl-276\slmult0 \par\pard\ql\li5820\sb95\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 ABSTRACT \par\pard\ql \li3690\sb4\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf12\f13\fs24 Relationship Management inthe Sales Organization: \par\pard\ql \li3072\ri2159\sb5\sl-300\slmult0\tx4442 \up0 \expndtw-3\charscalex100 An Examination of Leadership Style and Cultural Orientation in \line\tab \up0 \expndtw-3\charscalex100 Sales Manager and SalespersonDyads \par\pard\ql \li5761\sb19\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Brent A. Smith \par\pard\ql \li5117\sb27\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Trina Larsen Andras, Ph. D. \par\pard\qj \li2160

\sb0\sl-545\slmult0 \par\pard\qj\li2160\ri1264\sb321\sl-545\slmult0\fi720 \up0 \expndtw0\charscalex102 The sales organization is uniquely distinct from other organizations within the \line \up0 \expndtw0\charscalex100 firm. Its members bear the firm\u8217?s most direct relationship to commercial goals, such as \line \up0 \expndtw0\charscalex102 revenues, profits, and market share. While organizational research has advanced our \line \up0 \expndtw-1\charscalex100 understanding of how structure, culture, and leadership operate towards the realization \line \up0 \expndtw0\charscalex111 of those goals at the corporate level \up0 \expndtw0\charscalex109 (Ouchi 1985), substantive gaps exist in our \par\pard\qj \li2160\ri1263\sb15\sl-545\slmult0 \up0 \expndtw0\charscalex103 comprehension of t


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hose same factors directly within the sales organization. In \line \up0 \expndtw-1\charscalex100 particular, the extant literature generally fails toaddress to these factors in the context of \line \up0 \expndtw0\charscalex102 sales manager-salesperson relationship dyads. Given that sales managers functionas \line \up0 \expndtw0\charscalex100 leaders of salespersons, the firm\u8217?sprimary representatives to customers, more research \line \up0 \expndtw0\charscalex100 should be devoted towards learning how to they can optimize relationshipswith their \line \up0 \expndtw0\charscalex106 subordinates. Amidst a recent wave of pressures, such as workplace diversity, job \line \up0 \expndtw-1\charscalex100 turnover, and global competition for talented salespersons, today\u8217?ssales managers have \line \up0 \expndtw0\charscalex100 been especially compelledto discern effective means to improve their interactions with \line \up0 \expndtw-3\charscalex100 their salespersons. \par\pard\qj \li2160\ri1265\sb20\sl-540\slmult0\fi720 \up0 \expndtw0\charscalex107 The research reflected in this dissertation builds on current knowledge and \line \up0 \expndtw0\charscalex100 addresses critical voids within the sales management literature pertaining to structure, \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg13}{\bkmkend Pg13}\par\pard\ql \li10629\sb0\sl-241\slmult0 \par\pard\ql\li10629\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21xi \par\pard\qj \li2160\ri1263\sb228\sl-546\slmult0 \up0 \expndtw0\charscalex108\ul0\nosupersub\cf4\f5\fs22 culture, and leadership within sales manager-salesperson dyads. Underlying the \up0 \expndtw0\charscalex106 general scope of the research is the notion that \u8220?Culture is a fundamental aspect of \up0 \expndtw0\charscalex100 marketing phenomena, with increasing relevance in the global e

ra\u8221? (Penaloza and Gilly \up0 \expndtw0\charscalex102 1999). This dissertation embodies a careful and pioneering synthesis of thought from \up0 \expndtw-1\charscalex100 the organizational sciences, management, marketing, and sales literatures. The research \up0 \expndtw0\charscalex105 empirically investigates the role of culture and leadership in affecting relationships \up0 \expndtw-3\charscalex100 between sales managers and salespersons. \par\pard\ql \li2880\sb237\sl-253\slmult0\tx10123 \up0 \expndtw0\charscalex108 A few critical research questions are examined in this dissertation: \tab \up0 \expndtw0\charscalex109 (1) Do\par\pard\qj \li2160\ri1264\sb70\sl-540\slmult0 \up0 \expndtw0\charscalex104 individual differences based on culture have an impact on sales managerand \line \up0 \expndtw-1\charscalex100 salesperson relationships? \up0 \expndtw0\charscalex102 (2) Does leadership have an impact on sales manager and \par\pard\qj \li2160\ri1264\sb0\sl-560\slmult0 \up0 \expndtw-1\charscalex100 salesperson

relationships? (3) Does leadership affect the influence of individual cultural\up0 \expndtw-2\charscalex100 differences on sales manager and salesperson relationships? \par\pard\qj \li2160\ri1264\sb0\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex108 This dissertation advances the extant literature by presenting a model that \line \up0 \expndtw0\charscalex103 uniquely considers the concept of culture in a three-fold manner, namely (1) within a \line \up0 \expndtw0\charscalex102 single country, (2) within the sales organization, and (3) at the individual level within \line \up0 \expndtw0\charscalex106 sales manager and salespersonrelationship dyads. While dyadic research in sales \line \up0 \expndtw0\charscalex100 management has generally focused on external salesperson and customer relationships, \line \up0 \expndtw0\charscalex103 more complementary knowledge is needed in the area of internal sales manager and \line \up0 \expndtw0\charscalex100 salesperson relationships \up0 \expndtw0\charscalex108 (Yammarino 1997). Thi

s research model addresses past \par\pard\qj \li2160\ri1261\sb0\sl-550\slmult0 \up0 \expndtw0\charscalex103 suggestions for new contributions that build on theimportance of culture within the \line \up0 \expndtw-2\charscalex100 sales organization and enhance our understanding of interpersonal relationship between \line \up0 \expndtw0\charscalex104 sales managers and salespersons (Jackson, Tax, and Barnes 1994). Additionally, this \line \up0 \expndtw0\charscalex107 dissertation investigates the conceptual assertions of leadership\u8217?s role in affecting \line \up0 \expndtw-2\charscalex100 relationships and behaviors at the dyadicand individual level (Yammarino 1997). \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg14}{\bkmkend Pg14}\pard\par\pard\sect\sec


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td\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg15}{\bkmkend Pg15}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 1 \par\pard\ql \li4613\sb0\sl-276\slmult0 \par\pard\ql\li4613\sb0\sl-276\slmult0 \par\pard\ql\li4613\sb0\sl-276\slmult0 \par\pard\ql\li4613\sb0\sl-276\slmult0 \par\pard\ql\li4613\sb0\sl-276\slmult0 \par\pard\ql\li4613\sb91\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf2\f3\fs24 CHAPTER ONE: INTRODUCTION \par\pard\qj \li2534\sb0\sl-260\slmult0 \par\pard\qj\li2534\sb0\sl-260\slmult0 \par\pard\qj\li2534\sb0\sl-260\slmult0 \par\pard\qj\li2534\ri1649\sb58\sl-260\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs22 \u8220?Let me give you an analogy; analogies, it is true, decide nothing, but they can \up0 \expndtw-3\charscalex100make one feel more at home.\u8221? \par\pard\ql \li5440\sb0\sl-253\slmult0 \par\pard\ql\li5440\sb53\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Sigmund Freud,\ul0\nosupersub\cf13\f14\fs22 New Introductory Lectures\ul0\nosupersub\cf4\f5\fs22 72 (1933) \par\pard\qj \li2534\ri1653\sb265\sl-280\slmult0 \up0 \expndtw0\charscalex103 \u8220?Generals are assistance of the nation. When their assistance is complete, the \up0 \expndtw-2\charscalex100 country is strong. When theirassistance is defective, the country is weak.\u8221? \par\pard\ql \li6153\sb0\sl-253\slmult0 \par\pard\ql\li6153\sb30\sl-253\slmult0 \up0 \expndtw-3\charscalex100 Sun Tzu, on \ul0\nosupersub\cf13\f14\fs22 Planning A Siege, The Art of War \par\pard\qj \li2159\sb0\sl-545\slmult0 \par\pard\qj\li2159\ri1264\sb61\sl-545\slmult0\fi720 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs22 The exampleof the military organization has provided considerable guidance for \line \up0\expndtw-2\charscalex100 orienting the structure and management of commercial or

ganizations. In such a context, \line \up0 \expndtw0\charscalex107 one can allegorically characterize the sales organization uniquely from other \line\up0 \expndtw0\charscalex100 organizations within the overall corporate body.Likening the military to the firm, one \line \up0 \expndtw0\charscalex108 couldsuggest that salespersons allegorically fulfill the role of a military\u8217?s combat \line \up0 \expndtw0\charscalex100 soldiers, while most other employees fulfill the role of a military\u8217?s non-combat soldiers. \line \up0 \expndtw-1\charscalex100 So, just as the performed effort of combat soldiers could determine whether the military \line \up0 \expndtw-2\charscalex100 achieves its goals ofdefense, destruction, or acquisition, the performance of salespersons \line \up0 \expndtw0\charscalex103 could determine how effectively firms defend, retain,and grow market share. While \line \up0 \expndtw-1\charscalex100 other employees provide certain material resources and support towards the health and \line \u

p0 \expndtw0\charscalex100 vitality of the market-driven organization, they canseldom be directly associated with \line \up0 \expndtw-3\charscalex100 the success of territorial campaigns. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg16}{\bkmkend Pg16}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 2 \par\pard\ql \li4180\sb0\sl-253\slmult0 \par\pard\ql\li4180\sb217\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Market Pressures on the Sales Organization \par\pard\qj \li2159\ri1263\sb5\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex105 \ul0\nosupersub\cf4\f5\fs22 Sales organizations are challenged as never before to respond to a variety of\line \up0 \expndtw0\charscalex104 pressures that affect the bottom line of their companies. For example, demographic \line \up0 \expndtw0\charscalex105 changes have slowly added more ethnic, gender, and lifestyle diversity to formerly \li

ne \up0 \expndtw0\charscalex106 homogenous sales forces dominated by white males. Also, the persistence of high \line \up0 \expndtw0\charscalex100 turnover incertain sales areas threatens the stocks and flows of highly competent sales \line \up0 \expndtw0\charscalex106 persons employed by firms (Lane 1993; Traves etal. 1997). In addition, the market \line \up0 \expndtw0\charscalex100 pressureswithin a down economy (e.g., recession) can compel firms to compete for the \line \up0 \expndtw0\charscalex105 best sales talent in the employable labor market. At times, firms may even resort to \line \up0 \expndtw0\charscalex104 \u8220?stealing away\u8221? sales employees from one another in an effort to enhance their own \line \up0 \expndtw-2\charscalex100 market share, achieve profit goals,


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or inhibit their competitors\u8217? sales competence. \par\pard\qj \li2160\ri1263\sb15\sl-545\slmult0\fi719 \up0 \expndtw0\charscalex104 Other macro level issues have compounded the stresses on human resources \line \up0 \expndtw-1\charscalex100 agendas across sales organizations. One obvious example includes the growing level of \line \up0 \expndtw0\charscalex102 international and global competition among companies. As foreign competitors have \line \up0 \expndtw0\charscalex104 infiltrated local and regional markets, companies that were formerly insulated from \line \up0 \expndtw0\charscalex100 geographically distant rivals mustnow struggle to achieve revenue, profit, and market \line \up0 \expndtw0\charscalex103 share goals. Wotruba (1996) also points out that industrial sales organizations can be \line \up0 \expndtw0\charscalex100 expected to undergo dynamic changes due to their evolving adoption of new customer \line \up0 \expndtw-3\charscalex100 orientations. \par\pard\ql \li2880\sb237\sl-253\slmult0\tx6203 \up0 \expndtw0\charscalex107 History also indicates that the \tab \up0 \expndtw0\charscalex102 \u8220?downsizing\u8221? or \u8220?right-sizing\u8221? phenomenon \par\pard\qj \li2159\ri1264\sb65\sl-546\slmult0 \up0 \expndtw0\charscalex107 initiatedby firms in the late 1980s has produced a legacy of career-focused versus \line\up0 \expndtw-1\charscalex100 company-focused sales employees (Garofolo 1996).When corporations in the late 1980s \line \up0 \expndtw0\charscalex109 began tosecede themselves from the \ul0\nosupersub\cf13\f14\fs22 psychological employment contract\ul0\nosupersub\cf4\f5\fs22 of lifetime \line \up0 \expndtw-2\charscalex100 employment guarantees, employees gradually responded with a more self-oriented ethic \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg17}{\bkmkend Pg17}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\

ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 3 \par\pard\qj \li2160\ri1262\sb228\sl-545\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs22 of individual protection and prosperity.Referencing the military example, it could be \up0 \expndtw0\charscalex104 saidthat, at times, sales employees operate like soldiers for hire on the open market. \up0 \expndtw0\charscalex100 This alternation of foci signals added threats to sales organizations competing to retain \up0 \expndtw0\charscalex104 their valued salespersons. Hence, firms must increasingly concern themselves with \up0 \expndtw-2\charscalex100 learning how to maintain effective relationships with their salespersons. \par\pard\ql \li2311\sb0\sl-253\slmult0 \par\pard\ql\li2311\sb0\sl-253\slmult0 \par\pard\ql\li2311\sb251\sl-253\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Need for Management Response to Market Pressures on the Sales Organization \par\pard\qj \li2160\ri1264\sb4\sl-548\slmult0\f

i720 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs22 In light of the above issues, we should understand that today\u8217?s senior executives \line \up0 \expndtw0\charscalex100 and sales managers are compelled to understand not only macro-level, but also micro-\line \up0 \expndtw0\charscalex100 level issues related to salesperson commitment and effort within the sales organization. \line\up0 \expndtw-1\charscalex100 As a result, firms need to focus on understandinghow their \u8220?lieutenant\u8221? sales managers \line \up0 \expndtw0\charscalex109 can improve working relationships with salespersons as means to securing their \line \up0 \expndtw-2\charscalex100 commitment and effort, which, in turn, may yield stronger bottom-line performance. \par\pard\qj \li2159\ri1264\sb0\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex104 Optimizing relationships between sales managers and salespersons is crucial \line \up0 \expndtw0\charscalex100 since salespersons \u8220?operate at the boundary of a firm as critical participants

in revenue \line \up0 \expndtw-2\charscalex100 generation\u8221? (DeCarlo, Rody, and DeCarlo 1999). For example, salespersons, unlike most \line \up0 \expndtw0\charscalex107 other employees, represent the company\u8217?s competitive lan vital in the market by \line \up0 \expndtw0\charscalex102 providing information tocustomers, selling products, gathering market research, and \line \up0 \expndtw0\charscalex107 processing competitive intelligence. As salespersons become less committed to or \line \up0 \expndtw0\charscalex111 absent from the sales organization, the company may fail to achieve its desired \line \up0 \expndtw0\charscalex110 objectives for revenue, profit, and market share. This realization takes on more \line \up0 \expndtw0\charscalex105 importance as less satisfied salesp


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ersons tend to minimize their commitment to the \line \up0 \expndtw-3\charscalex100 company (Johnston et al. 1990). \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg18}{\bkmkend Pg18}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 4 \par\pard\ql \li4450\sb0\sl-253\slmult0 \par\pard\ql\li4450\sb217\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Understanding the Sales Organization: \par\pard\ql \li4046\sb1\sl-237\slmult0 \up0 \expndtw-3\charscalex100 Sales Manager and Salesperson Relationships \par\pard\qj \li2160\ri1264\sb29\sl-545\slmult0\fi720 \up0 \expndtw0\charscalex106 \ul0\nosupersub\cf4\f5\fs22 Researchers have suggested that more attention should be paid to studying \up0 \expndtw0\charscalex100 intraorganizational issues related to sales management. Factors such as organizational \up0 \expndtw0\charscalex100 structure, relationship dyads, culture, and leadership have been proposed as important \up0 \expndtw0\charscalex102 areas for finding betterways to manage the sales organization (Bass and Avolio 1990; \up0 \expndtw-3\charscalex100 Hofstede 1980; Jackson, Tax, and Barnes 1994; Yammarino 1997). \par\pard\qj \li2160\ri1263\sb15\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex100 Thefollowing elements of this chapter introduce the importance of culture and \up0\expndtw0\charscalex106 leadership as well as relationship quality and relationship effectiveness within the \up0 \expndtw0\charscalex103 domain of the relationship dyad. These factors and related issues will be expounded \up0 \expndtw-3\charscalex100 upon in the literature review presented in the succeeding chapter.\par\pard\ql \li5337\sb0\sl-253\slmult0 \par\pard\ql\li5337\sb0\sl-253\slmult0\par\pard\ql\li5337\sb0\sl-253\slmult0 \par\pard\ql\li5337\sb18\sl-253\slmult0 \

up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Importance of Culture\par\pard\qj \li2159\ri1264\sb25\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex109 \ul0\nosupersub\cf4\f5\fs22 Culture plays an important role in determining how people behave in the \up0 \expndtw0\charscalex102 workplace (Hofstede 1980).Within the workplace, employees often interact with one \up0 \expndtw-1\charscalex100 another. How employees perceive and value one another may affect the manner, extent, \up0 \expndtw0\charscalex110 and quality of their shared interactions. In the context of the sales organization, \up0 \expndtw0\charscalex107 interactions between sales managers and salespersons can be especially critical, as \up0 \expndtw0\charscalex102 compared to those within other organizationalcontexts, since they have greater \up0 \expndtw-3\charscalex100 proximity and relevance to the company\u8217?s sales and profits. \par\pard\qj \li2159\ri1264\sb0\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex105 While relationship resea

rch has generally focused on common demographic \line \up0 \expndtw0\charscalex103 variables, such as age, gender, and race, this research expands current knowledge by \line \up0 \expndtw-1\charscalex100 considering the internal characteristics of employees related to their cultural orientation. \line \up0 \expndtw-1\charscalex100 Building upon the contributions of Hofstede (1980), Triandis (1975), Hall (1976) and \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg19}{\bkmkend Pg19}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 5 \par\pard\qj \li2160\ri1264\sb224\sl-550\slmult0 \up0 \expndtw0\charscalex104 \ul0\nosupersub\cf4\f5\fs22 others, this research is based on the contention that culture plays a persistent role in \up0 \expndtw0\charscalex105 employees\u8217? values, perceptions, and behaviors, particularly in dyads between sales \up0 \expndtw-3\charscalex100 managers and salespersons. \par\pard\qj

\li2160\ri1264\sb0\sl-546\slmult0\fi720 \up0 \expndtw-1\charscalex100 The argument for culture's relevance in sales research reasonably draws from the \line \up0 \expndtw0\charscalex102 Similarity-Attraction Paradigm (Byrne 1971). While sales managers and salespersons \line \up0 \expndtw0\charscalex100 operate together in working relationship, they do so as individual members of a group \line \up0 \expndtw-1\charscalex100 (dyad). Their individual cultural orientations condition their attitudes and behaviors in \line \up0 \expndtw0\charscalex104 the workplace domain. Whether in domestic or international settings, differences in \line \up0 \expndtw0\charscalex104 cultural orientation can create psychologicaldistance between employees (Hofstede \line \up0 \expndtw-3\charscalex100 1980).


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\par\pard\ql \li3997\sb0\sl-253\slmult0 \par\pard\ql\li3997\sb0\sl-253\slmult0 \par\pard\ql\li3997\sb0\sl-253\slmult0 \par\pard\ql\li3997\sb12\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Individual Differences:Similarity and Attraction \par\pard\qj \li2160\ri1263\sb25\sl-546\slmult0\fi720\up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs22 A primary conceptualfoundation for this dissertation is the Similarity-Attraction \up0 \expndtw-1\charscalex100 Paradigm articulated some thirty years ago by Byrne (1971). The theory suggests that as \up0 \expndtw0\charscalex104 relationship members realizeshared similarities with one another they tend to \up0 \expndtw0\charsc

alex106 demonstrate more positive attraction for one another. The bases of similarity may \up0 \expndtw0\charscalex105 include physical appearances, gender, ethnicity, beliefs, values, attitudes, and other \up0 \expndtw-1\charscalex100 internal characteristics. Otherwise stated, individuals may regard themselves as similar \up0 \expndtw-2\charscalex100 to others according to perceptions of internal and external attributes. \par\pard\qj \li2160\ri1263\sb0\sl-550\slmult0\fi720 \up0 \expndtw-1\charscalex100 One major basis of comparison between individuals is cultural difference. While \line \up0 \expndtw-1\charscalex100 culture canbe more difficult to realize in comparison to other factors (e.g., demography,\line \up0 \expndtw-1\charscalex100 age), it still plays a significant role in how employees interact with one another. Culture \line \up0 \expndtw0\charscalex102 is known to condition employees\u8217? attitudes towards, perceptions of, and responses to \line \up0 \expndtw0\charscalex102 stimuli (Hofstede 1980). Hence, differences in culture may create psychic distance \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg20}{\bkmkend Pg20}\par\pard

\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 6 \par\pard\qj \li2160\ri1264\sb228\sl-545\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs22between relationship members. Consequently, such distance can affect whether, and to \line \up0 \expndtw0\charscalex100 what extent, relationship members are attracted to and like one another. Furthermore, \line \up0 \expndtw0\charscalex104 psychic distance could compromise relationship quality, since relationship partners \line \up0 \expndtw0\charscalex105 might anticipate difficulties in reconciling differences in values, priorities, role \line \up0 \expndtw-2\charscalex100 perceptions, communication styles, and other factors (Hofstede 1980,Hall 1976). \par\pard\qj \li2159\ri1261\sb16\sl-544\slmult0\fi720 \up0 \expndtw0\charscalex103 Individual differences between employees can create important psychological \line \up0 \expndtw0\charscalex106 distance between employees. Cons

equently, this distance can lead to less frequent \line \up0 \expndtw0\charscalex102 communication, less social integration, less organizational commitment, high \line \up0 \expndtw-1\charscalex100 withdrawal intention, and potentially high turnover. For example, O' Reilly et al. (1989) \line \up0 \expndtw0\charscalex104 observed that individuals who differ demographically from others are least likely to \line \up0 \expndtw-2\charscalex100 integrate or be integrated in the group and are most likely to withdraw from the group. \par\pard\qj\li2159\ri1264\sb15\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex106 Much research has substantiated and advanced the similarity-attraction \up0 \expndtw0\charscalex102 hypothesis. For example, Tajfel and Turner (1986) provided evidence that employees \up0 \expndtw-1\charscalex100 routinely classify themselvesand others according to basic social categories, such as age, \up0 \expndtw0\charscalex100 race, and gender. Their research confirmed that these employees bas

e their attractions \up0 \expndtw0\charscalex106 to other employees by shared similarity in these categories. Additionally, Stephan \up0 \expndtw0\charscalex103 (1973) found that individuals exude favor for members of their own referent groups, \up0 \expndtw-3\charscalex100 liked others, or similar others. \par\pard\qj \li2159\ri1265\sb0\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex100 Furthermore, in their work on relational demography, Tsui and O\u8217?Reilly (1989) \up0\expndtw0\charscalex103 found that workplace relationships marked by similar demographic profiles are \up0 \expndtw0\charscalex105 generally associated with less role ambiguity as well as more satisfaction and \up0 \expndtw-3\charscalex100 organizational commitment. \par\pard\sect\sectd\fs24\paperw1


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2240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg21}{\bkmkend Pg21}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 7 \par\pard\ql \li4891\sb0\sl-253\slmult0 \par\pard\ql\li4891\sb217\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Importance of Communication \par\pard\qj \li2159\ri1265\sb4\sl-548\slmult0\fi720 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Communication is an important element within any relationship. Highlighting \line \up0 \expndtw0\charscalex100 that importance, Mohr and Nevin (1990) characterized communication as \u8220?the glue that \line \up0 \expndtw0\charscalex100 holds organizations together.\u8221? Since sales managers and salespersons interact within a \line \up0 \expndtw0\charscalex106 defined organization with goals focused on revenue, profit, and market share, it is \line \up0 \expndtw0\charscalex100 necessary to consider the role of communication. When examining thecontext of sales \line \up0 \expndtw0\charscalex103 manager and salespersonrelationships one \up0 \expndtw0\charscalex104 \u8220?cannot separate cu

lture from \par\pard\qj \li2160\ri1264\sb0\sl-560\slmult0 \up0 \expndtw0\charscalex107 communication, for as soon as we start to talk about one, we are almostinevitably \up0 \expndtw-3\charscalex100 talking about the other, too\u8221? (Condon and Yousef, p. 34). \par\pard\ql \li5134\sb0\sl-253\slmult0 \par\pard\ql\li5134\sb0\sl-253\slmult0 \par\pard\ql\li5134\sb251\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Importance of Leadership \par\pard\qj \li2159\ri1266\sb25\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs22 Sales managers are charged with getting things done as theyrelate to the firm\u8217?s \line \up0 \expndtw0\charscalex103 bottom line. Act

ing as a firm\u8217?s lieutenants, they often get things done by guiding the \line \up0 \expndtw0\charscalex107 behavior of their subordinate salespersons. Their primary instrument for guiding \line \up0 \expndtw-1\charscalex100 salespersons is manifested in leadership \up0 \expndtw-1\charscalex100 (Dubinsky, Yammarino, Jolson, and Spangler \par\pard\qj \li2159\ri1262\sb0\sl-545\slmult0 \up0 \expndtw0\charscalex110 1995). Given that sales managers are individuals, they canbe expected to favor \up0 \expndtw0\charscalex102 particular methods, or styles,of leadership (Bass and Avolio 1990; Burns 1978). Since \up0 \expndtw0\charscalex109 both sales managers and salespersons are involved in the relationship dyad, it is \up0 \expndtw-2\charscalex100 important to note that leadership stylescan be construed from their each party\u8217?s vantage \up0 \expndtw-2\charscalex100 as leaders and followers (Agarwal et al. 1999). \par\pard\qj \li2159\ri1265\sb10\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex102 Sales managers are commo

nly challenged to implement effective leadership in \line \up0 \expndtw0\charscalex104 environments where they may be physically, socially, or psychically separated from \line \up0 \expndtw0\charscalex105 their salespersons. These separations can produce strains on communication, trust, \line \up0 \expndtw0\charscalex105 cooperation, and commitment in the sales manager and salesperson relationship. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstartPg22}{\bkmkend Pg22}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs218 \par\pard\qj \li2160\ri1265\sb232\sl-540\slmult0 \up0 \expndtw0\charscalex100\ul0\nosupersub\cf4\f5\fs22 Hence, sales managers should understand how espousing certain leadership behaviors \line \up0 \expndtw0\charscalex100 can help mitigate or counter such strains and improve the quality of relationships with \par\pard\li2160\sb0\sl-253\slmult0\par\pard\li2160\sb9\sl-253\slmult0\fi0\tx3555\tx4

229\tx6868\tx7776 \up0 \expndtw0\charscalex101 salespersons\tab \up0 \expndtw0\charscalex101 (Bass\tab \up0 \expndtw0\charscalex101 1989; Bass and Avolio\tab\up0 \expndtw0\charscalex101 1989).\tab \up0 \expndtw0\charscalex101 Consequently, by improving\par\pard\qj \li2160\ri1263\sb46\sl-540\slmult0 \up0 \expndtw0\charscalex102 relationship quality, sales managers could affect positive outcomes, such as \up0 \expndtw-3\charscalex100 commitment, satisfaction, and performance (Tsui and O'Reilly 1994). \par\pard\ql \li3692\sb0\sl-253\slmult0 \par\pard\ql\li3692\sb0\sl-253\slmult0 \par\pard\ql\li3692\sb0\sl-253\slmult0 \par\pard\ql\li3692\sb19\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf9\f10\fs22 Importance of Relationship Quality and Effectiveness \p


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ar\pard\qj \li2159\ri1263\sb25\sl-546\slmult0\fi720 \up0 \expndtw0\charscalex105\ul0\nosupersub\cf4\f5\fs22 Relationships between superiors and subordinates insales organizations are \line \up0 \expndtw0\charscalex104 expected to reflectindividual differences between the two parties. These individual \line \up0 \expndtw0\charscalex100 differences may emanate from external factors, such as race, or internal factors, such as \line \up0 \expndtw-1\charscalex100 culture. While sales managers cannot alter the presence of such differences, they may be \line \up0 \expndtw0\charscalex100 able make interventions to mitigate their negative influences on their relationships with \line \up0 \expndtw0\charscalex105 salespersons. As noted above sales managers are compelled to enhance or improve \line \up0 \expndtw0\charscalex105 relationships as a means to keep salespersons more satisfied, committed, and \line \up0 \expndtw0\charscalex104 productive. In short, this dissertation suggests that the leadership styles enactedby \line \up0 \expndtw0\charscalex100 sales managers can affect the quality of their relationships with salespersons as well as \line \up0 \expndtw-1\charscalex100 the effort that those salespersons exact towards organizational goals. While this concept \line \up0 \expndtw0\charscalex104 seems intuitive, few knownresearch studies \up0 \expndtw0\charscalex103 (Comer, Johnson, Dubinsky, and \par\pard\qj \li2159\ri1264\sb0\sl-550\slmult0 \up0 \expndtw0\charscalex100 Yammarino 1995; DeCarlo et al. 1999) have examined how sales managers can improve\up0 \expndtw0\charscalex102 relationships with salespersons by applying different leadership styles in the midst of \up0 \expndtw-3\charscalex100 individual differences. \par\pard\qj \li2159\ri1265\sb0\sl-560\slmult0\fi720 \up0 \expndtw-2\charscalex100 Theoretically, the quality of workplace relationships has been lin

ked to employee \line \up0 \expndtw-2\charscalex100 commitment (Tsui and O'Reilly 1994), withdrawal intentions (Tsui, Egan, and O'Reilly \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg23}{\bkmkend Pg23}\par\pard\ql \li10694\sb0\sl-241\slmult0 \par\pard\ql\li10694\sb239\sl-241\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs21 9 \par\pard\ql \li2160\ri1262\sb228\sl-546\slmult0\tx2880 \up0 \expndtw0\charscalex102 \ul0\nosupersub\cf4\f5\fs22 1997), and other behaviors. Clearly, these outcomes present negativeimplications for \line \up0 \expndtw-2\charscalex100 sales managers trying to achieve revenue, profit, and market share goals. \line \tab \up0 \expndtw0\charscalex111 As sales managers are charged ultimately with the achievement of client \up0 \expndtw0\charscalex100 acquisition, revenue generation, and the like, theyare compelled to rely on the effort of \up0 \expndtw0\charscalex104 salespersonswhom they lead. Even in this hierarchical relationship of superior and \up0 \e

xpndtw0\charscalex105 subordinate, sales managers bear an onus to provide leadership that helps produce \up0 \expndtw0\charscalex106 quality interaction with their salespersons. Hence, their elevated position may not \up0 \expndtw0\charscalex100 afford them the ability

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