{"id":434,"date":"2016-07-13T12:56:39","date_gmt":"2016-07-13T17:56:39","guid":{"rendered":"http:\/\/blogs.uww.edu\/prasad\/?page_id=434"},"modified":"2016-07-13T12:56:39","modified_gmt":"2016-07-13T17:56:39","slug":"the-influence-of-leadership-style-on-co-operation-in-channels-of-distribution","status":"publish","type":"page","link":"https:\/\/blogs.uww.edu\/prasad\/teaching\/independent-study\/the-influence-of-leadership-style-on-co-operation-in-channels-of-distribution\/","title":{"rendered":"The influence of leadership style on co-operation in channels of distribution"},"content":{"rendered":"

Rajiv Mehtra<\/p>\n

International Journal of Physical Distribution & Logistics<\/h2>\n

1996, Vol. 26, No. 6 P. 32-59<\/p>\n

 <\/p>\n

1)\u00a0\u00a0\u00a0\u00a0\u00a0 Marketing channels<\/p>\n

    \n
  1. a) Marketing Channels explained<\/li>\n
  2. i) Superorganization with the characteristics of complex organization<\/li>\n<\/ol>\n

    (1)\u00a0\u00a0 Collective goals<\/p>\n

    (2)\u00a0\u00a0 Hierarchical structures<\/p>\n

    (3)\u00a0\u00a0 Integration through subordination<\/p>\n

    (4)\u00a0\u00a0 Formal rules and policies<\/p>\n

    (5)\u00a0\u00a0 Cooperative relationships<\/p>\n

    (6)\u00a0\u00a0 Collective interdependencies<\/p>\n

      \n
    1. ii) Cooperation<\/li>\n<\/ol>\n

      (1)\u00a0\u00a0 A combination of object-centered, personal, and collaborator-centered activity<\/p>\n

      (2)\u00a0\u00a0 Based on the compatibility of goals, aims, values<\/p>\n

      (3)\u00a0\u00a0 Cooperation is required for the system to act as a unit<\/p>\n

      (4)\u00a0\u00a0 A state characterized by members willingness to coordinate activities in an effort to help all channel members achieve superordinate goals<\/p>\n

        \n
      1. b) Current issues<\/li>\n
      2. i) External<\/li>\n<\/ol>\n

        (1)\u00a0\u00a0 Intensification international competition<\/p>\n

        (2)\u00a0\u00a0 Added emphasis in interfirm co-operation<\/p>\n

        (3)\u00a0\u00a0 Leadership behavior as a determinant of co-operation<\/p>\n

          \n
        1. ii) Channel leadership<\/li>\n<\/ol>\n

          (1)\u00a0\u00a0 Need to develop long-term relationships<\/p>\n

          (2)\u00a0\u00a0 Need to function effectively to reduce redundancy and inefficient distribution of tasks<\/p>\n

          iii)\u00a0\u00a0\u00a0\u00a0 Channel leadership behavior<\/p>\n

          (1)\u00a0\u00a0 Activities undertaken by the channel leader to influence policies and strategies of members and to control aspects of channel operations<\/p>\n

          (2)\u00a0\u00a0 How to secure compliance, alter behaviors and exercise control<\/p>\n

            \n
          1. iv) Characteristics of a leader<\/li>\n<\/ol>\n

            (1)\u00a0\u00a0 Personal Characteristics<\/p>\n

            (a)\u00a0\u00a0\u00a0 Charisma<\/p>\n

            (b)\u00a0\u00a0 Individualized attention and orientation<\/p>\n

            (c)\u00a0\u00a0\u00a0 Intellectually stimulating the problem solving skills of subordinates<\/p>\n

            (d)\u00a0\u00a0 Motivation<\/p>\n

            (2)\u00a0\u00a0 Other characteristics<\/p>\n

            (a)\u00a0\u00a0\u00a0 Channel member with greater access to economic, social, and psychological resources assumes the leadership role<\/p>\n

              \n
            1. c) Schools of Leadership<\/li>\n
            2. i) Behavioral approach<\/li>\n
            3. ii) Situational approach<\/li>\n<\/ol>\n

              iii)\u00a0\u00a0\u00a0\u00a0 Power-influence approach<\/p>\n

              2)\u00a0\u00a0\u00a0\u00a0\u00a0 Path-Goal Theory of leaderships<\/p>\n

                \n
              1. a) Defined<\/li>\n
              2. i) Certain tasks need to be performed to attain results<\/li>\n
              3. b) Four leadership styles<\/li>\n
              4. i) Participative<\/li>\n<\/ol>\n

                (1)\u00a0\u00a0 The degree to which an individual is able to influence decisions<\/p>\n

                (2)\u00a0\u00a0 Subordinates share a significant degree of decision-making power with their superiors<\/p>\n

                (3)\u00a0\u00a0 Channel leader consults with channel members in making decisions<\/p>\n

                  \n
                1. ii) Supportive<\/li>\n<\/ol>\n

                  (1)\u00a0\u00a0 The degree to which the leader creates an environment that facilitates support, mutual trust and respect, helpfulness and friendliness<\/p>\n

                  (2)\u00a0\u00a0 Channel leader considers other channel members well-being and looks out for their welfare<\/p>\n

                  (3)\u00a0\u00a0 Builds a team climate<\/p>\n

                  iii)\u00a0\u00a0\u00a0\u00a0 Directive<\/p>\n

                  (1)\u00a0\u00a0 The degree to which the leader provides specific direction to subordinates<\/p>\n

                  (a)\u00a0\u00a0\u00a0 Defining tasks<\/p>\n

                  (b)\u00a0\u00a0 Assigning work<\/p>\n

                  (c)\u00a0\u00a0\u00a0 Specifying rules<\/p>\n

                  (d)\u00a0\u00a0 Scheduling<\/p>\n

                  (2)\u00a0\u00a0 Channel leader is enabled to plan, organize, coordinate and maintain control over operations<\/p>\n

                    \n
                  1. iv) Achievement<\/li>\n<\/ol>\n

                    3)\u00a0\u00a0\u00a0\u00a0\u00a0 Channel member performance<\/p>\n

                      \n
                    1. a) The degree to which the channel member engages in behavior that contributes to the fulfillment of the channel leader\u2019s objectives<\/li>\n
                    2. b) Each member can influence success or failure in the long run<\/li>\n
                    3. c) The level of performance for each member is important if a firm is to achieve a differential advantage<\/li>\n
                    4. d) Measurement<\/li>\n
                    5. i) Channel Efficiency<\/li>\n<\/ol>\n

                      (1)\u00a0\u00a0 Productivity<\/p>\n

                      (a)\u00a0\u00a0\u00a0 A measure of efficiency in using inputs to generate outputs<\/p>\n

                      (2)\u00a0\u00a0 Profitability<\/p>\n

                      (a)\u00a0\u00a0\u00a0 A general measure of the financial performance of channel members<\/p>\n

                      4)\u00a0\u00a0\u00a0\u00a0\u00a0 Model<\/p>\n

                        \n
                      1. a) Identifies participative, supportive and directive channel leadership styles as determinants of cooperation which is a predictor of channel member performance<\/li>\n
                      2. b) Hypotheses<\/li>\n<\/ol>\n

                        (1)\u00a0\u00a0 A participative leadership style exhibited by the leader is positively related to a higher level of cooperation<\/p>\n

                        (2)\u00a0\u00a0 A supportive leadership style exhibited by the leader is positively related to a higher level of cooperation<\/p>\n

                        (3)\u00a0\u00a0 A directive leadership style exhibited by the channel leader is positively related with a higher level of cooperation<\/p>\n

                        (4)\u00a0\u00a0 The positive relationship between participative leadership style and member cooperation will be greater than the positive relationship between a supportive leadership style and member cooperation<\/p>\n

                        (5)\u00a0\u00a0 The positive relationship between a supportive leadership style and member cooperation will be greater than the positive relationship between a directive leadership style and member cooperation<\/p>\n

                        (6)\u00a0\u00a0 Higher levels of cooperation are associated with higher levels of performance<\/p>\n

                          \n
                        1. c) Results and conclusions<\/li>\n<\/ol>\n

                          (1)\u00a0\u00a0 Strong empirical support for H1<\/p>\n

                          (a)\u00a0\u00a0\u00a0 Leaders should solicit members suggestions in designing policies<\/p>\n

                          (b)\u00a0\u00a0 Members should participate in decision making<\/p>\n

                          (2)\u00a0\u00a0 Strong empirical support for H2<\/p>\n

                          (a)\u00a0\u00a0\u00a0 Leaders who are sensitive to the well-being of members will achieve better channel cooperation<\/p>\n

                          (3)\u00a0\u00a0 Strong empirical support for H3<\/p>\n

                          (a)\u00a0\u00a0\u00a0 Leaders who establish rules and procedures and communicate channel-wide objectives will achieve better cooperation<\/p>\n

                          (4)\u00a0\u00a0 Strong empirical support for H4<\/p>\n

                          (a)\u00a0\u00a0\u00a0 Participative leadership styles create cooperation better than directive styles<\/p>\n

                          (5)\u00a0\u00a0 H5 is not supported by results<\/p>\n

                          (a)\u00a0\u00a0\u00a0 Results indicate a preference for directive leadership style over a supportive leadership style<\/p>\n

                          (6)\u00a0\u00a0 Strong empirical support for H6<\/p>\n

                          (a)\u00a0\u00a0\u00a0 To the extend that channel members cooperate, channel profitability and productivity is improved for all members<\/p>\n

                           <\/p>\n

                           <\/p>\n

                           <\/p>\n

                           <\/p>\n","protected":false},"excerpt":{"rendered":"

                          Rajiv Mehtra International Journal of Physical Distribution & Logistics 1996, Vol. 26, No. 6 P. 32-59   1)\u00a0\u00a0\u00a0\u00a0\u00a0 Marketing channels a) Marketing Channels explained i) Superorganization with the characteristics of complex organization (1)\u00a0\u00a0 Collective goals (2)\u00a0\u00a0 Hierarchical structures (3)\u00a0\u00a0 Integration through subordination (4)\u00a0\u00a0 Formal rules and policies (5)\u00a0\u00a0 Cooperative relationships (6)\u00a0\u00a0 Collective interdependencies ii) Cooperation […]<\/p>\n","protected":false},"author":3916,"featured_media":0,"parent":118,"menu_order":0,"comment_status":"open","ping_status":"open","template":"","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"class_list":["post-434","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/434","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/users\/3916"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/comments?post=434"}],"version-history":[{"count":1,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/434\/revisions"}],"predecessor-version":[{"id":435,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/434\/revisions\/435"}],"up":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/118"}],"wp:attachment":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/media?parent=434"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}