A longitudinal cross-level model of leader and salesperson influences on sales force technology use and performance.

The authors examined the influence of the introduction of a new suite of technology tools on the performance of 592 salespersons. They hypothesized that the salespersons' work experience would have a negative effect on their technology self-efficacy, which in turn would relate positively to their use of technology. Sales performance was hypothesized to be positively related to both past performance and the use of new technology tools. Further, the authors hypothesized that leaders' commitment to sales technology would enhance salespersons' technology self-efficacy and usage, and leaders' empowering behaviors would influence salespersons' technology self-efficacy and moderate the individual-level relationships. Hierarchical linear modeling analyses confirmed all of the hypothesized individual-level relationships and most of the cross-level relationships stemming from average leader behaviors. In particular, empowering leadership exhibited multiple cross-level interactions, as anticipated. Results are discussed in terms of the importance of social-psychological factors related to the success of sales force technology interventions.