The Relationship between Psychological Climate and Salesperson‐Sales Manager Trust in Sales Organizations
Open accessAbstract
It is imperative that salespeople gain and maintain the trust of prospects and clients. Similarly, the ability of management to develop and preserve trusting relationships with their salesforces exerts a critical influence on the success of sales organizations. The extent to which psychological climate of sales organizations influences the level of trust that salespersons place in their sales managers is investigated in this study. “Low-trust” and “high-trust” salespersons were distinguished by their significantly different perceptions of the levels of autonomy, cohesiveness, fairness, innovativeness, recognition and ethicality present which compose the psychological climate of their sales units. Recommendations regarding how sales managers can foster a trust-facilitating psychological climate are offered.
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Both team trust and a collaborative culture enable better communication, information sharing, focus and greater co-operation, thereby leading to greater creative efforts.
“Both team trust and a collaborative culture enable better communication, information sharing, focus and greater co-operation (Larson & LaFasto, 1989;Strutton, Pelton & Lumpkin, 1993;Calton & Lad, 1995;Littler, Leverick & Bruce, 1995;Whitener et al., 1998), thereby leading to greater creative efforts.”
From Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture (2010) · cites this paper as Strutton, Pelton & Lumpkin, 1993
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Calder, B. J., & Staw, B. M. (1975) · Journal of Personality and Social Psychology · doi:10.1037/h0077100 · Cited by 446 · see citing works
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Amabile, T. M., DeJong, W., & Lepper, M. R. (1976) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.34.1.92 · Cited by 412 · see citing works
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Barczak, G., Lassk, F., & Mulki, J. (2010) · Creativity and Innovation Management · doi:10.1111/j.1467-8691.2010.00574.x · Cited by 479 · see citing works
Mulki, J. P., Jaramillo, F., & Locander, W. B. (2006) · Journal of Personal Selling & Sales Management · doi:10.2753/pss0885-3134260102 · Cited by 319 · see citing works
- Authors
- Strutton, D., Pelton, L. E., & Lumpkin, J. R.
- Affiliations
- University of Mississippi (US)
- James R. Lumpkin is the Gene Brauns Professor of Marketing at the University of Southwestern Louisiana. He has a B.S. in chemistry and an MBA in management, and received his Ph.D. in marketing from the University of Arkansas. Before entering academe, Dr. Lumpkin worked in marketing research for Phillips Petroleum Company. His primary research interests include retail patronage theory, market segmentation, and research methodology with recent research focused on the elderly consumer. His research has been published in the Journal of Retailing, Journal of Business Research, Gerontologist, Journal of Advertising Research, Journal of the Academy of Marketing Science, Psychological Reports, and other scholarly journals.
- ORCID
- Strutton, David
- Venue
- Journal of Personal Selling & Sales Management
- Publisher
- Informa UK Limited
- Published
- 1993-01
- Volume
- 13
- Issue
- 4
- Pages
- 1-14
- ISSN
- 0885-3134 (ISSN-L)
- 1557-7813
- OpenAlex
- W2528105930
- Cited by
- 101
- References
- 3
- Citations by year
- 2026: 2 · 2023: 4 · 2022: 1 · 2021: 2 · 2020: 2 · 2019: 3 · 2018: 1 · 2017: 4 · 2016: 1 · 2015: 5 · 2014: 3 · 2013: 2 · 2012: 8
- FWCI
- 6.59
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- cc-by
- Locations
- Journal of Personal Selling and Sales Management (publishedVersion, cc-by)
- Journal of Personal Selling and Sales Management
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Motivation
- Keywords
- psychological climate, trust, salespeople, sales managers, sales organization, sales management, autonomy, cohesion, fairness, innovativeness, recognition, ethicality
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