As the influx of women entering sales positions is increasing, a growing (albeit relatively small) number of saleswomen have been promoted into first‐line sales management positions. A key question facing these managers is what kind of leadership style they should use with their sales staffs. Answers to this question are presently ambiguous. This paper reports the results of an investigation which focussed on which of four leadership approaches enhances performance of female sales managers’ sales personnel. Findings imply that women sales supervisors should give serious consideration to adopting a “contingent reward” leadership style. Also offers managerial implications.
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