An empirical investigation into the impact of relationship selling and LMX on salespeople's behaviours and sales effectiveness

Abstract

PurposeThis study aims to develop and test a model of relationship selling management. It seeks to examine the impact of leadership quality and relationship selling, as antecedents of salespeople's relational behaviours, on sales effectiveness.Design/methodology/approachStarting from a review of literature, the model incorporates two classes of salespeople's relational behaviours, namely customer‐oriented selling (COS) and adaptive selling (AS), two classes of managerial antecedents (i.e. relationship selling strategy and LMX) and one consequence (sales effectiveness). The authors collected data from 164 sales manager‐salesperson dyads in a sample of French firms. A structural equation modelling approach was employed to test the hypotheses.FindingsThe findings show that relationship selling and LMX stimulate salespeople's relational behaviours, which in turn positively affect sales effectiveness. Moreover, the results reveal a positive impact of relationship selling on sales manager‐salesperson exchanges.Research limitations/implicationsThe study is cross‐sectional, and many other relevant constructs should be investigated in future research on the topic. Objective measures of performance may also be incorporated.Practical implicationsThe study demonstrates that companies can stimulate desirable behaviours of salespeople, which drive to better performance, by leveraging on controllable organisational factors, i.e. selling strategy and leadership.Originality/valueThe research fills three important gaps in the extant literature. First of all, the study clearly sheds some light on the role played by specific organisational variables (e.g. leader‐member exchange quality) and behaviours of salespeople in implementing relational strategies. Second, the study shows that the quality of the relationship between supervisors and salespeople can affect specific behaviours of subordinates. Third, the paper contributes to a better understanding of organisational drivers of customer‐oriented selling and adaptive selling, and finds evidence of a positive impact of such behaviours on sales effectiveness.