Faking it: salesperson emotional intelligence’s influence on emotional labor strategies and customer outcomes

Abstract

PurposeThe purpose of this paper is to investigate how salesperson’s emotional intelligence (EI) influences salesperson behaviors (i.e. emotional labor strategies) and the influence these behavioral strategies have on customer’s outcomes.Design/methodology/approachThe study develops a conceptual model using past literature and tests hypotheses using a salesperson-prospective customer dyadic sample. To participate in the study, 224 salespeople and their potential customers were recruited from three different companies.FindingsResults reveal the importance of conceptualizing the dimensionality of a salesperson’s EI ability, as different dimensions impact customer outcomes differently. Additionally, the importance of salesperson’s authentic emotional labor strategies is highlighted.Practical implicationsEI is a foundation for successful selling in a business-to-business environment, but it is not a silver bullet. Sales managers and recruiters should use assessment tools to evaluate sales recruit’s EI, but it is also critical to train salespeople to engage in deep acting, creating authentic emotions in the buyer-seller relationship.Originality/valueUsing a dyadic sample, this study suggests that the dimensions of EI and emotional labor strategies influence customer’s perception of salesperson’s trustworthiness and propensity to continue the relationship with the salesperson differently. Specifically, not all dimensions of salesperson’s EI is found to be positive, and only salesperson’s authentic (deep) emotional strategies are found to influence customer outcomes positively.