Can salespeople lead themselves? Thought self-leadership strategies and their influence on sales performance

Panagopoulos, Nikolaos G.; Ogilvie, J. F.

doi:10.1016/j.indmarman.2015.02.043

Cited by 44 publications

(64 citation statements)

References 103 publications

(173 reference statements)

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“…First, employees’ self-leading behavior-focused strategies are considered to be individual self-management, which is likely to direct employees’ behavior toward organizational targeted performance. The empirical verification of this study was consistent with the literature, which specifies that such behavior-focused strategies can enhance employees’ individual creativity, which in turn positively relates to the facilitation of organizational performance (Panagopoulos and Ogilvie, 2015).…”

Section: Discussionsupporting

confidence: 87%

A multi-level test for social regulatory focus and team member creativity

Lin

2017

LODJ

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Purpose In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors. Design/methodology/approach Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity. Findings This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity. Originality/value In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

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Section: Discussionsupporting

confidence: 87%

A multi-level test for social regulatory focus and team member creativity

Lin

2017

LODJ

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“…For H5 and H6 , a 10 per cent level of significance supports the results. This level is considered a marginal, yet valid, statistical result for experimental design studies (Okazaki et al , 2014; Malshe and Agarwal, 2015; Panagopoulos and Ogilvie, 2015, Etkin and Sela, 2016).…”

Section: Analysis and Resultsmentioning

confidence: 99%

When perceived ability to influence plays a role: brand co-creation in Web 2.0

Kennedy

Guzmán

2017

JPBM

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Purpose The purpose of this paper is to examine the effects of Millennials’ perceived ability to influence a brand and how this perception about the brand impacts the consumers’ desire to engage in co-creation. Additionally, the paper examines the effects of perceived influence on attitude toward the ad and purchase intention. Design/methodology/approach Two studies were developed. In the first study, Millennial consumers identify technology brands they feel they are able to influence and not able to influence. Using the results from Study 1, Study 2, a 2 × 2 between subjects factorial design, is used to test the impact that perceived brand influence has on co-creation, attitude toward the ad and purchase intention. Findings The results of this paper offer new insight into consumer co-creation. Instead of co-creation being a constant that a brand can rely on, managers must now consider the attributions that consumers have about the brand. If a brand is perceived as being unable to be influenced, then not only will consumers not engage in co-creation but attitude toward that ad and purchase intention will also decrease. Research limitations/implications This paper focuses exclusively on Millennial consumers. While this segment of the population is large and important, validating the results with a national generalizable sample could shed additional insight into the power of the ability to influence on co-creation. The survey was created to mimic an online social media platform that a consumer interacts with on a regular basis. To further verify the test results, additional platforms for co-creation, including company websites and retail settings, could be tested. Practical implications If a brand wishes to engage Millennial consumers with active co-creation, then the perception of the brand is important for success. Brand managers must create a perception of the brand that is open to engagement with consumers – which allows for consumers to give input and help to shape the brand. Consumers should become comfortable with the idea of the brand asking for, accepting and implementing feedback from customers. Originality/value This paper is the first of its kind to combine attribution theory, theory of reasoned action and co-creation to measure the perceptions that consumers have about a brand. The results of this paper provide valuable insight to the limits and conditions in which co-creation will occur.

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“…The use of a 10 per cent significance level supports the prompted vs non-prompted co-creation results. This level of significance is considered a valid, although marginal, statistical result (Okazaki et al , 2014; Malshe and Agarwal, 2015; Panagopoulos and Ogilvie, 2015, Etkin and Sela, 2016).…”

Section: Analysis and Resultsmentioning

confidence: 99%

I create, you create, we all create – for whom?

Kennedy

2017

JPBM

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Purpose This research aims to propose that prompted co-creation from a brand to a consumer will increase the value of the consumer to the brand through an increase in brand commitment and purchase intention. Additionally, the study compares the differences of a social media post made by a brand and a social media post made by a celebrity who is endorsing the brand. Design/methodology/approach Two studies were developed. First, a 2 × 2 between-subjects’ experimental design analyzes the effects of prompted and non-prompted co-creation posts by a fictitious brand and celebrity. Study 2 looks to confirm the results of Study 1 using a 2 × 2 between-subjects’ experimental design with a real brand and celebrity for the social media post. Co-creation, brand commitment and purchase intention are the dependent variables in both studies. Findings The studies reveal that a prompted co-creation post – which is a post explicitly asking for consumer feedback – from a brand can increase brand commitment and purchase intention from consumers. Also, the study reveals that, when compared to a celebrity-endorsed message, a branded message shows an increase in brand commitment and purchase intention. The results support the general notion of attribution theory. Research limitations/implications First, the study focused exclusively on millennial consumers. While this group has significant purchasing power, testing the effects of co-creation messages on a more generalizable sample is warranted. Next, the survey takes place in an online social media setting. With the power of social media and e-commerce, this channel is certainly important to study. Practical implications The results of this study bring the co-creation literature into a new area of research. Extending attachment theory and attribution theory into co-creation creates numerous opportunities to further grow the knowledge of the co-creation phenomena. The findings provide insight into the power that a prompted co-creation message can have on a consumer, either from a brand or celebrity endorser source. Practitioners can place a value on prompted and non-prompted co-creation messages originating with a brand. In addition, the research will give practitioners insight into how messages of co-creation are received by millennial consumers. Originality/value This research is the first of its kind for co-creation literature. No research to date examines the effect that a brand or celebrity-endorsed co-creation prompt has on the behavior of millennial consumers. Very little, if any, empirical research has been conducted on the co-creation of brand.

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Can salespeople lead themselves? Thought self-leadership strategies and their influence on sales performance

Cited by 44 publications

References 103 publications

A multi-level test for social regulatory focus and team member creativity

A multi-level test for social regulatory focus and team member creativity

When perceived ability to influence plays a role: brand co-creation in Web 2.0

I create, you create, we all create – for whom?

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