How corporate social responsibility explains salespeople’s job performance: the influence of responsible leadership

Abstract

PurposeThe purpose of this study is understanding how companies can improve sales force performance is a key issue. Despite this, the study of the impact that corporate social responsibility (CSR) practices might have on salespeople’s performance has been neglected in the sales literature.Design/methodology/approachUsing data provided by 176 salesperson–supervisor dyads and through structural equation modeling and conditional process analysis, empirical evidence confirms the hypotheses.FindingsCertainly, the findings confirm that salespeople’s performance is influenced by their CSR perception, not directly but through their pride and organizational commitment. Furthermore, the results improve when considering the intervention of a responsible leader. The paper also identifies the management implications and makes some recommendations for upcoming studies.Originality/valueThis paper contributes to fill this gap by examining the effect of salespeople’s CSR perception on their job performance through organizational pride and organizational commitment. Additionally, it is suggested that the exercise of responsible leadership by the supervisor strengthens the previous indirect relationship, moderating the influence of salesperson’s organizational pride on their commitment.