Will shared leadership engenders innovative work behaviors among salesmen toward improved performance?

Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles an...
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Autor*in:	Ayodele, Oniku [verfasserIn] Kehinde, Mokwenyei Anita [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Rechteinformationen:	Open Access Namensnennung - Nicht kommerziell - Keine Bearbeitungen 4.0 International ; CC BY-NC-ND 4.0

Übergeordnetes Werk:	Enthalten in: International journal of management and economics - Warsaw : De Gruyter Poland, 2013, 56(2020), 3 vom: Sept., Seite 218-229
Übergeordnetes Werk:	volume:56 ; year:2020 ; number:3 ; month:09 ; pages:218-229

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.2478/ijme-2020-0020

Katalog-ID:	1737336812

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publishDate	2020
allfields	10.2478/ijme-2020-0020 doi (DE-627)1737336812 (DE-599)KXP1737336812 DE-627 ger DE-627 rda eng M3 jelc Ayodele, Oniku verfasserin aut Will shared leadership engenders innovative work behaviors among salesmen toward improved performance? Oniku Ayodele, Mokwenyei Anita Kehinde 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork. DE-206 Namensnennung - Nicht kommerziell - Keine Bearbeitungen 4.0 International CC BY-NC-ND 4.0 cc https://creativecommons.org/licenses/by-nc-nd/4.0/ Kehinde, Mokwenyei Anita verfasserin (DE-588)1220430277 (DE-627)1737336995 aut Enthalten in International journal of management and economics Warsaw : De Gruyter Poland, 2013 56(2020), 3 vom: Sept., Seite 218-229 Online-Ressource (DE-627)827378262 (DE-600)2824518-0 (DE-576)433819138 2543-5361 nnns volume:56 year:2020 number:3 month:09 pages:218-229 https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml Verlag kostenfrei https://doi.org/10.2478/ijme-2020-0020 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 56 2020 3 9 218-229 26 01 0206 3789059323 x1z 29-10-20 2403 01 DE-LFER 3803269016 00 --%%-- --%%-- n --%%-- l01 13-11-20 2403 01 DE-LFER https://doi.org/10.2478/ijme-2020-0020 2403 01 DE-LFER https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml 26 00 DE-206 56 shared leadership 26 00 DE-206 56 transformational leadership 26 00 DE-206 56 individual empowering leadership 26 00 DE-206 56 team empowering leadership 26 00 DE-206 56 participative leadership 26 00 DE-206 56 innovative work behavior 26 00 DE-206 56 sales force
spelling	10.2478/ijme-2020-0020 doi (DE-627)1737336812 (DE-599)KXP1737336812 DE-627 ger DE-627 rda eng M3 jelc Ayodele, Oniku verfasserin aut Will shared leadership engenders innovative work behaviors among salesmen toward improved performance? Oniku Ayodele, Mokwenyei Anita Kehinde 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork. DE-206 Namensnennung - Nicht kommerziell - Keine Bearbeitungen 4.0 International CC BY-NC-ND 4.0 cc https://creativecommons.org/licenses/by-nc-nd/4.0/ Kehinde, Mokwenyei Anita verfasserin (DE-588)1220430277 (DE-627)1737336995 aut Enthalten in International journal of management and economics Warsaw : De Gruyter Poland, 2013 56(2020), 3 vom: Sept., Seite 218-229 Online-Ressource (DE-627)827378262 (DE-600)2824518-0 (DE-576)433819138 2543-5361 nnns volume:56 year:2020 number:3 month:09 pages:218-229 https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml Verlag kostenfrei https://doi.org/10.2478/ijme-2020-0020 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 56 2020 3 9 218-229 26 01 0206 3789059323 x1z 29-10-20 2403 01 DE-LFER 3803269016 00 --%%-- --%%-- n --%%-- l01 13-11-20 2403 01 DE-LFER https://doi.org/10.2478/ijme-2020-0020 2403 01 DE-LFER https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml 26 00 DE-206 56 shared leadership 26 00 DE-206 56 transformational leadership 26 00 DE-206 56 individual empowering leadership 26 00 DE-206 56 team empowering leadership 26 00 DE-206 56 participative leadership 26 00 DE-206 56 innovative work behavior 26 00 DE-206 56 sales force
allfields_unstemmed	10.2478/ijme-2020-0020 doi (DE-627)1737336812 (DE-599)KXP1737336812 DE-627 ger DE-627 rda eng M3 jelc Ayodele, Oniku verfasserin aut Will shared leadership engenders innovative work behaviors among salesmen toward improved performance? Oniku Ayodele, Mokwenyei Anita Kehinde 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork. DE-206 Namensnennung - Nicht kommerziell - Keine Bearbeitungen 4.0 International CC BY-NC-ND 4.0 cc https://creativecommons.org/licenses/by-nc-nd/4.0/ Kehinde, Mokwenyei Anita verfasserin (DE-588)1220430277 (DE-627)1737336995 aut Enthalten in International journal of management and economics Warsaw : De Gruyter Poland, 2013 56(2020), 3 vom: Sept., Seite 218-229 Online-Ressource (DE-627)827378262 (DE-600)2824518-0 (DE-576)433819138 2543-5361 nnns volume:56 year:2020 number:3 month:09 pages:218-229 https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml Verlag kostenfrei https://doi.org/10.2478/ijme-2020-0020 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 56 2020 3 9 218-229 26 01 0206 3789059323 x1z 29-10-20 2403 01 DE-LFER 3803269016 00 --%%-- --%%-- n --%%-- l01 13-11-20 2403 01 DE-LFER https://doi.org/10.2478/ijme-2020-0020 2403 01 DE-LFER https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml 26 00 DE-206 56 shared leadership 26 00 DE-206 56 transformational leadership 26 00 DE-206 56 individual empowering leadership 26 00 DE-206 56 team empowering leadership 26 00 DE-206 56 participative leadership 26 00 DE-206 56 innovative work behavior 26 00 DE-206 56 sales force
allfieldsGer	10.2478/ijme-2020-0020 doi (DE-627)1737336812 (DE-599)KXP1737336812 DE-627 ger DE-627 rda eng M3 jelc Ayodele, Oniku verfasserin aut Will shared leadership engenders innovative work behaviors among salesmen toward improved performance? Oniku Ayodele, Mokwenyei Anita Kehinde 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork. DE-206 Namensnennung - Nicht kommerziell - Keine Bearbeitungen 4.0 International CC BY-NC-ND 4.0 cc https://creativecommons.org/licenses/by-nc-nd/4.0/ Kehinde, Mokwenyei Anita verfasserin (DE-588)1220430277 (DE-627)1737336995 aut Enthalten in International journal of management and economics Warsaw : De Gruyter Poland, 2013 56(2020), 3 vom: Sept., Seite 218-229 Online-Ressource (DE-627)827378262 (DE-600)2824518-0 (DE-576)433819138 2543-5361 nnns volume:56 year:2020 number:3 month:09 pages:218-229 https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml Verlag kostenfrei https://doi.org/10.2478/ijme-2020-0020 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 56 2020 3 9 218-229 26 01 0206 3789059323 x1z 29-10-20 2403 01 DE-LFER 3803269016 00 --%%-- --%%-- n --%%-- l01 13-11-20 2403 01 DE-LFER https://doi.org/10.2478/ijme-2020-0020 2403 01 DE-LFER https://content.sciendo.com/downloadpdf/journals/ijme/56/3/article-p218.xml 26 00 DE-206 56 shared leadership 26 00 DE-206 56 transformational leadership 26 00 DE-206 56 individual empowering leadership 26 00 DE-206 56 team empowering leadership 26 00 DE-206 56 participative leadership 26 00 DE-206 56 innovative work behavior 26 00 DE-206 56 sales force
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source	Enthalten in International journal of management and economics 56(2020), 3 vom: Sept., Seite 218-229 volume:56 year:2020 number:3 month:09 pages:218-229
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title_full	Will shared leadership engenders innovative work behaviors among salesmen toward improved performance? Oniku Ayodele, Mokwenyei Anita Kehinde
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abstract	Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork.
abstractGer	Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork.
abstract_unstemmed	Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles- transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork.
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title_short	Will shared leadership engenders innovative work behaviors among salesmen toward improved performance?
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