Relationship between Psychological Climate and Trust between Salespersons and Their Managers in Sales Organizations

Bibliographic Data

ID13651649
AuthorsDavid Strutton (University of Southwestern Louisiana, corresponding author), Al Toma (University of Southwestern Louisiana), Lou E Pelton (Augusta College)
Year1993
Volume72
Issue3
Pages931-939
Publication date1993-06-01
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.2466/pr0.1993.72.3.931
OpenAlexW2017048229
LanguageEN
Citations received4
References cited13

The ability of managers to develop and preserve trusting relationships with people in their sales departments exerts a critical influence on the success of their organizations. The extent to which psychological climates influence the trust that salespersons place in their managers was investigated. Salespersons possessing low and high trust ( ns = 94 and 89) were distinguished by significantly different perceptions of the levels of autonomy, cohesiveness, fairness, innovativeness, and recognition within the psychological climate of their sales units. Recommendations for how managers can foster psychological climates of trust are suggested

Autonomy · Business · Group cohesiveness · Perception · Ethics in Business and Education · Job Satisfaction and Organizational Behavior · Management Theory and Practice · Marketing · Psychology · Social Psychology

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