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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 4/2021

31.08.2019 | Original Paper

Curbing the Undesirable Effects of Emotional Exhaustion on Ethical Behaviors and Performance: A Salesperson–Manager Dyadic Approach

verfasst von: Bruno Lussier, Nathaniel N. Hartmann, Willy Bolander

Erschienen in: Journal of Business Ethics | Ausgabe 4/2021

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Abstract

Recent events and popularized stereotypes call into question the ethics of salesperson behaviors. Although prior research demonstrates that salespeople’s emotional exhaustion can have negative consequences for several job outcomes, little is known about the factors that can mitigate such relationships—particularly the relationship between emotional exhaustion and ethical behavior. To remedy this knowledge gap, we draw from self-control theory to propose a novel theoretical framework and develop hypotheses. These hypotheses are tested on a unique dataset consisting of survey data collected from 123 matched business-to-business (B2B) salesperson–manager dyads. The findings reveal that (1) emotional exhaustion is negatively associated with sales performance, (2) emotional exhaustion is negatively associated with ethical behaviors, (3) ethical behaviors are positively associated with sales performance, (4) ethical behaviors mediate emotional exhaustion’s negative effect on sales performance, (5) perceived supervisor support attenuates the negative association between emotional exhaustion and ethical behaviors, and (6) contrary to expectations, grit strengthens the negative association between emotional exhaustion and ethical behaviors. As we show here, perceived supervisor support may attenuate the undesirable effects of emotional exhaustion on ethical behaviors and sales performance. The article’s broader contribution thus lies in its suggestion that managers pay special attention to these factors. Moreover, factors such as grit can have unexpected and undesirable influences; therefore, we draw attention to the importance of scrutinizing these interactions, even when the factors involved are almost universally touted as beneficial. Theoretical and practical implications of the research are discussed.
Vorheriger Artikel Removing the Blinders: Increasing Students’ Awareness of Self-Perception Biases and Real-World Ethical Challenges Through an Educational Intervention
Nächster Artikel Don’t Pass Them By: Figuring the Sacred in Organizational Values Work

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1
The adequacy of aggregating responses to the manager level was assessed by comparing the variance attributable to levels 1 and 2 to the total overall variance present in the data. These tests result in ICC (1) values of 0.069 and 0.089 when focusing on performance and ethical behavior, respectively. The residual parameter when focusing on performance (Wald Z = 7.263, p < .001) and ethical behavior (Wald Z = 7.165, p < .001), respectively, was statistically significant, suggesting that there is significant variance between subjects. However, the Intercept parameter when focusing on performance (Wald Z = 1.087, p = .227) and ethical behavior (Wald Z = 1.183, p = .237), respectively, was not statistically significant, indicating that the intercepts do not vary significantly across managers. This suggests that very little variance in our DVs of interest is attributable to nonindependence of common managers at level 2.
 
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Metadaten
Titel
Curbing the Undesirable Effects of Emotional Exhaustion on Ethical Behaviors and Performance: A Salesperson–Manager Dyadic Approach
verfasst von
Bruno Lussier
Nathaniel N. Hartmann
Willy Bolander
Publikationsdatum
31.08.2019
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 4/2021
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-019-04271-z

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