Sales Managers’ Learning Orientation, Salespeople Goal Orientation and Overall Organizational Performance

Abstract

In this study we develop and empirically test a conceptual model of sales management learning orientation, salesperson's goal orientation and sales performance. Focusing on a Greek sales environment we explored the responses of 182 sales managers – salespeople dyads. Our findings demonstrate that learning orientation of sales managers does not directly impact organizational performance, but has a rather indirect effect on this construct through stimulating salesperson's learning and performance orientation.