Abstract
Data were collected from the national field sales force of a major consumer goods manufacturer. The study develops a structural model of salespeople's perceptions of their supervisors' behaviors (i.e., leadership consideration and leadership role clarity), and the influence of supervisors' behaviors on the sales force's role perceptions, job anxiety, job satisfaction, propensities to leave and actual turnover. The study integrates previous research regarding sales force turnover to form the underpinning for the relationships between the constructs, and finds empirically that sales managers' leadership behaviors directly and indirectly influence job satisfaction, which influences salespeople's propensity to leave the organization and actual turnover.
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