Cybulski Krzysztof, Warsaw University Faculty of Management, Poland.

Transcription

1 The Impact of Selected Personal Variables on Effectiveness of Missionary Type Salespeople. Beyond the Big Five Box. The Polish Pharmaceutical Market Perspective. Research Note. Cybulski Krzysztof, Warsaw University Faculty of Management, Poland. Misztak Maciej, Mentholatum Pharmaceutical Company, Poland. Rycielski Piotr, Warsaw University Faculty of Psychology, Poland. ABSTRACT Motivation: Only few areas within organizational psychology have received as much attention as problem of finding effective salespeople. The dispute began more than 40 years ago when two American psychologists David Mayer and Herbert M. Greenberg published their breaking article What Makes a Good Salesman (July-August 1964) in the Business Harvard Review. Authors of this inspiring text believed that a good salesperson has to be characterized by two traits: empathy and ego drive. According to Mayer and Greenberg typology empathy (ability to feel) means, the important ability to understand the emotions of other person in order to be able to sell him or her a product or service. From the other side ego drive was defined as a need to conquer. In our research project we have significantly modified original Mayer-Greenberg approach to selecting effective sales people. First of all we don t accept any more two optimal features concept of ideal salesperson. This way we reject any doubtful assumptions, not empirically tested, about the leading characteristics of good salesman and also we try to find out new paradigm of searching effective sales personnel. Moreover we have to bear in mind that Meyer-Greenberg approach was created in Anglo-Saxon business culture. The model created in one business culture does not have to be easily applicable in another, culturally different environment. Our effort is concentrated on building an representative sample of salespeople operating in missionary type of selling. Our intention is to scan this selected sample of salespeople using special type questionnaire (especially important is salespeople survey and specially choose set of psychological tests). In our questionnaire we intend to identify useful

2 sociodemographical, professional and also personal variables (characteristics) of respondents and in the next step we are going to verify whether some important and common statistical relationships exist between previously selected variables (characteristics) and sales force effectiveness. (e.g. correlation ratios). Among variables taken into consideration are: age, gender, education, professional life span (experience), social exposure, assertiveness, vigorousness, perseverativeness, sensitivity, emotional reactivates, endurance and activity and different so called social skills. All these characteristics (or their different combination) are measured in order to identify correlation with sales force effectiveness (e.g. market share). Findings: (1) No relevant correlation between sociodemographical metrics data and missionary salespeople professional effectiveness was observed. (2) All personality traits could effectively explain no more than 13,5 % of market share reached by average salesperson. (3) Very weak impact of temperamental traits on salespeople effectiveness was observed. (4) Different social skills turned out to be very important (especially emotional intelligence and social exposure) in missionary type of selling. They could explain as much as 12,6% market share reached by average salesperson. (5) Only 0,6% market share of market share reached by average salesperson can be explained by problem solving competences. (6) Traditional BIG FIVE attributes impact on medical representatives effectiveness was estimated at about 10,5% of average salesperson s market share. (7) The results were slightly below our expectations. We had expected salespersons personality traits impact on their effectiveness to be much more significant. Conclusion: (1) There is no single sales personality that means each sales position (e.g. missionary selling) requires separate effective salesperson profile. (2) Several personality traits should be chosen and tested to find an effective missionary type of salesperson profile. 2

3 (3) The created profiles should go beyond the BIG FIVE model and contain such personality traits like temperamental features and social skills. (4) The process of selection of these personality traits must be based on a thorough understanding of the requirements of particular sales positions for which candidates are being screened. (5) There are reasons to believe that measures of different personality traits will result in more accurate salespeople selection. (6) Perhaps we may never find the magical salesperson personality but through a careful, systematically- developed and valid selection process, we can identify people who can be more effective than other salespeople. This requires extensive researches concentrated both in new industries and new sales positions experimenting with a new approaches and personality characteristics. (7) There is a need to discover and verify further performance indicators that more accurately measure efficiency of salespersons than market share in the study. Contact: kcybulski@mail.wz.uw.edu.pl 1 INTRODUCTION The question how to select the most efficient salespeople remains vital for all organizations involved in the process of selling. Selection of proper candidates influences directly recruitment, training and supervision costs, increases company turnover, improves customer relations, customer and community goodwill, and the provision of better market information for managerial decision making. 1 Choosing the right candidates is one of the most important challenges that sales force managers face. 2 TOP SALES PERFORMERS BORN OR MADE? One of the main research problems concerning salespeople selection is whether a top sales performer is born or made? 2 Stable, self-sufficient, self-confident, goal-directed, decisive, intellectually curious, speedy, accurate these are some of the traits used to describe the most efficient salespeople. How many of these traits can be trained by a salesperson or absorbed during the process of work? Apparently some of them can, however, not all. By a margin of at least seven to one, 1 Lockeman B.D., Hallaq J.H., (1986). 2 McMurry, R.N., (1961). 3

4 managers maintained that good salespeople are made, not born. At the same time, many of the interviewed managers (and sales trainers too) described men and women they knew as born salespeople. Even though most of the experts seemed to believe that training makes a salesperson, a strong and vocal minority disagreed. Many practitioners, as well as academicians, believed that some essential successful selling ingredients remain out of the reach of trainers, as one can hardly teach an adult personal drive or persistence. 3 The result of this historical, long lasting debate was mixed with a fair number of participants arguing in support of both propositions. While DeCormier and Jobber (1993) dispelled the myth that top performers are born, Kahn and Schuchman (1961) argued that in implementing sales tasks, most of skills required could not be trained. 4 McMurry (1961) stated that a salesman who does posses the necessary traits of top sales performer would not be able to achieve above average success through training only. Thus, training can only succeed when the basic inner qualities for sales success is present (Mayer & Goldberg 1964). 5 Therefore identification of candidates who possess such qualities is crucial from the perspective of sales force selection. (Greenberg & Greenberg 1980; Kahn & Schulman 1961). 6 In other words there are some great salespeople who were born that way but there are many who have become great through education, coaching and practice. A great salesperson first recognizes and understands the needs of a customer, and matches to it the optimal selling approach. A star salesperson is sensitive to other person s situation. He or she knows how to get inside it. 7 The whole born or made debate may suggest that there is one, universal salesperson position. However we should bear in mind that due to the character of the activities undertaken at the workplace, salespeople may differ among each other. There is a significant difference in the character of the work between eg. An FMCG merchandiser, a salesman-consultant in the home appliance store or a missionary salesperson promoting ethical drugs to doctors. 8 The character of the job may strongly influence the requested individual traits. 3 Bragg, A. ( 1988). 4 DeCormier, R.A. & Jobber, D. (1993), Kahn, G.N. & Shuchman, A. (1961). 5 McMurry, R.N. (1961) op. cit. and Mayer D., Greenberg H.M., (1964). 6 Greenberg H.M., Greenberg J., (1980), Kahn, G.N. & Shuchman, A. (1961). 7 Bragg, A. ( 1988). 8 The survey on which this part of our paper is based was conducted for Sales & Marketing Management by Simons Market Research Bureau, which sent questionnaires to 10,000 executives in a total of major industries: 4

5 3 SALESPERSONS PERSONALITY TRAITS AS PREDICTORS OF SALES SUCCESS Researchers as well as practitioners have often deeply believed that peak performing salespeople share similar traits and characteristics (Greenberg et al. 1996). 9 McMurry in his outstanding article in Harvard Business Review defined a successful salesperson to be a person who possessed a wooing instinct coupled with a compulsive need to win and hold affection of other. In his paper, McMurry identified six such attributes, namely: (1) a high level of energy, (2) abounding self-confidence, (3) a value system marked by a chronic hunger for money, improved standard of living, more status and prestige, (4) an established habit of working hard and without close supervision, (5) a habit of perseverance, and (6) a natural tendency to be competitive. 10 A few years after McMurry s (1961) article, Mayer and Greenberg (1964) produced a paper in Harvard Business Review exposing two basic qualities essential to a good salesperson. They were: (1) empathy, or the ability to identify with another person s wants, problem situation, and so on, and (2) ego-drive, the desire to compete, to persuade, to convince, and to win in face to face situations. 11 Using secondary data and pulling together the work of other researchers, Frederick Webster (1968) reviewed a number of attempts to answer the historical question What makes a successful salesperson?. He found some historical explanations of salesperson effectiveness in the form of such personal characteristics and traits of the salesperson as age, height, appearance, education, previous business experience, etc. Other lists include such psychological characteristics as: (1) aggressiveness, (2) dominance, (3) extroversion, (4) optimism and (5) competitive spirit. Drawing upon some of the findings of research into communication, Webster concluded by suggesting an expanded view on the determinants of a salesperson effectiveness, whereby selling is viewed as a communication process with the source (company), the communicator (salesperson), the message (presentation), and the receiver (prospect), all having significant influence upon the success of the sales interaction dyad between the salesperson and the customer. 12 Divers Financial Services, Electronics, Glass and Building Materials, Metal Manufacturing, Publishing and Printing, Rubber & Plastic Products, Soaps and Cosmetics, Telecommunication, Textiles, and Transportation Services. The response rate was about 20% for each of the industries surveyed. 9 Greenberg, H.M., Weinstein, H.P. & Sidler, G. (1986). 10 McMurry, R.N., (1961). 11 Mayer D., Greenberg H.M., (1964). 12 Webster F.E (jr.), (1968). 5

6 In commenting on some disadvantages of using the standard psychological tests to measure and score isolated personality traits such as empathy, ego-drive, Greenberg J. and Greenberg H. (1976) noted that even if the individual answers honestly, the scores do not reveal what the on-going personality dynamics are that underlie the isolated traits. 13 Their results showed that youth, education, previous experience, maleness, and whiteness simply are not real criteria to predict success and they concluded that these external qualities used as knock-out or selection factors by industry, do not hold up. What counts, they say, are the personality dynamics within a human being and matching people to jobs on that basis. 14 Cotham, when reviewing a number of studies which investigated a salesman s characteristics and behavioral determinants of personal selling performance, categorized these variables into three groups. The first deals with a salesman s cognitive factors, including intelligence and sales aptitude. A second group of variables considered by Cotham concerned a salesperson s personal and occupational life experiences obtained from application banks. Cotham s third group of variables consisted of measures of personality, social intelligence and empathy, which he saw as foundations for salespeople s interpersonal responses, appeared to be somewhat more promising. 15 Walker, Churchill, and Ford divided determinants of sales performance found in literature into four groups. They indicated that both tests of intellectual abilities and test of personality traits showed relatively high average validity coefficients with sales performance criteria. 16 In empirical study of industrial salespeople, Lamont and Lundstrom reported the finding of a set of personality variables and personal characteristics which appeared to be useful in the selection of salespeople who would most likely success in an industrial selling situation. Personality variables of dominance, endurance, social recognition, empathy, and ego strength were measured by means of a number of personality scales to quantify the traits believed to be related to sales performance, while data on the persona; characteristics of age, 13 Greenberg J., Greenberg J.,(1976). 14 Greenberg J., Greenberg J.,(1976). 15 Cotham J.C., (1970). 16 Walker O.C., Churchill G.A., Ford N.M. (1977). 6

7 height, weight, formal education, and activities from salespeople by self-administered questionnaires. 17 Cravens and Woodruff suggested that one reason previous research has not been particularly successful in identifying predictors of salesman performance may be the use of intensive measures and they designed and tested a methodology for analytically determining standards of sales performance. They reported that salesman performance as assessed by a firm s management appeared to be consistent with analytically determined performance standards. 18 In another research project, Taylor based his conclusions on studies started in early 80- ties and has identified 4 clusters of practices that characterize high-performing salespeople: (1) maintaining 2-way advocacy, representing the interests of both the company and the client, (2) bringing added value to the sales presentation with greater enthusiasm and professionalism, (3) displaying commitment to the sales process as an art form, and (4) intellectualizing the sales process, actively developing strategies that will maximize the salesperson s impact on client. Forum of experts also has pinpointed the high performer s effective use of nonselling time and the growing importance of internal support functions. Time devoted to nonselling activities tends to be spent planning strategies for future sales calls and finding out how to better serve the customer. 19 Sales managers and academic researchers keep on looking for personality traits which characterize successful salespeople. However, to-date much of the published research have met with limited success. It is especially true in case of the so-called missionary sellers. It is commonly known that specific cognitive and perceptual selling abilities are necessary for successful missionary type of sales interactions. Weilbaker defined selling ability as the capability or potential that, when possessed by salespeople, allow them to perform certain sales related activities. Ability is developed over time which means it evolves or is learned, and specifically, it is developed as the product of a salesperson s experiences (a factor of environment) and aptitude (a factor of genetics). Abilities are ordinarily defined in terms of results of behavior and were inferred from specific selling tasks which met three criteria. These criteria are: (1) explicitly related to specific demands of sales 17 Lamond L.M., Lundstrom W.J. (1977). 18 Cravens D.W. and Woodruff R.B. (1973). 19 Taylor, T. C. (1986). 7

8 interactions on the cognitive or perceptual level; (2) learnable (either has been learned or can be leaned); and (3) permanent (when learned it is retained). 20 In his research Weilbaker identified six abilities crucial to the success of missionary type of sale interactions: (1) adaptability, (2) ability to learn, (3) communication skills, comprehension skills, (5) interrogative skills, and (6) enthusiasm (appears to be more important early in the career of a salesperson than later). 21 numerous traits of successful salespeople have been identified. Over the years of research, Table 1 Some Important Traits for Successful Sales McMurry (1961 high energy level self-confidence a hunger for money a well established habit of industry a view of obstacles as challenges Miner (1962) Positive indicators: dependence, sociophilia, self-confidence, happiness. Negative indicators: low aggression, sociophobia strong superego, overcomformity deviance. Mayer and Greenberg (1964) empathy ego-drive Taylor (1986) self confidence, job commitment, persistence enthusiasm, strategic orientation Plotkin (1986) honest, dependable, persistent, tenacious, straight-forward, sociable, cynical, highly motivated, forceful, aggressive, authoritative, overbearing, a sense of urgency, mental alertness, inquisitive, good vocabulary Lamont L.M., Lundstrom W.J., (1986) dominance, endurance, social recognition, empathy, ego strength Garrett (1991) courage, drive, intellect, ability to improvise Burke L.A., Witt L.A., (2004) HBM (high maintenance behaviors), agreeableness, emotional stability, openness, extraversion, conscientiousness Source: Lamont L.M., Lundstrom W.J., (1986), Sardar A., Patton M.A., (2001). Frequently the personality theory and research instruments used are unsuitable for occupational research, and personality characteristics, and other life history items, despite careful selection, often lead to inconsistent results. Recent developments in personality theory, and the availability of new personality instruments designed for occupational testing, 20 Weilbaker D.C. (1990). 21 Weilbaker D.C. (1990). 8

9 and the absence of comprehensive research to identify the characteristics of successful missionary salespeople suggest an opportunity for additional sales research. 4 PERSONALITY TRAITS AS A SELECTION TOOL Since the sales process remains dynamic in nature, a great number of factors strongly influence sales performance. Personality of salespeople seems to be one of crucial determinants of sales performance, but only one among many. Although the meta-analysis conducted by Churchill et al. revealed poor relationship between sales performance and such factors as personality and aptitude, recent studies have indicated otherwise. 22 Adler provided a fresh view on the use of personality tests in the selection of salespeople. In his opinion past research conducted on determinants of sales performance produced poor results because of flawed research techniques which adopted a short-gun approach. However, one cannot observe significant advance in research technologies in recent years. 23 New perspectives support propositions made by some academics in the past regarding the predictive role of some additional individual s inner dynamics like as social competences. These social competences are learnable (either have been learned or can be learned) and strongly influence success both in private and professional life. As basic social competences Argyle considered: (1) assertiveness, (2) support giving, (3) verbal and nonverbal communication, (4) empathy and ability to cooperation with other, (5)adapting skills, (6) problem-solving skills, (7) self-presentation. Another group of researchers and practitioners in searching for good salespersons focused their attention on such important and yet completely ignored to-date dimension of people s personality such as the personal system of value WHAT IS MISSIONARY SELLING? In some industries, notably in the pharmaceutical industry, the sales task is not to close the sale but to persuade the customer to specify the seller s products. There are strong similarities between sales missionaries and religious missionaries. Like their counterparts, 22 Churchill, G.A., Ford, N.M., Hartley, S.W. & Walker, O.C., (1985). 23 Adler S., (1994). 24 The concept of system of moral values is based on the so called Scheler s ethics, set forth in his magisterial Der Formalismus in der Ethik und die materiale Wertethik (Blosser Ph.,(1999), see also Blosser Ph., (1999). 9

10 sales missionaries are expected to spread the word with the purpose of conversion to customer status. Once converted, the customer receives reinforcing messages, new information, and the benefit of the missionary s activities to strengthen the relationship between the buyer and the seller. Typically, but not always, in missionary selling the focus is not on actually completing a sales transaction and gaining a sale, but rather on stimulating demand for product (often not exclusively sold through middlemen) and on developing the company goodwill. For example, medical representative calling on doctors cannot make a direct sale since the doctor does not buy drugs personally, but prescribes (specifies) them for patients. Similarly, in the building industry, architects act as specifiers rather than buyers, and so the objective of sales cannot be to close the sale. Instead, in such situations the selling task is to educate and build goodwill PROBLEM SETTINGS Thus, the purpose of this paper is as follow: (1) to examine the relationship between selected personality traits such as temperamental factors and some so-called social competences such as emotional intelligence and missionary salespeople effectiveness and, (2) to identify new personality traits essentially important for the success in missionary selling. Authors of this paper try to investigate both of the relations of the so-called Big Five personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) and other personality characteristics such as social skills (e.g. emotional intelligence, social exposure, ability to form close relations, problem solving etc.), on the effectiveness of missionary salespeople. According to previous research, conscientiousness showed consistent relation to performance, also extraversion was a valid predictor for occupation involving social relations, e.g. selling. 26 It is strongly believed that some, not fully recognized yet, personal features (e.g. social skills) could play a crucial role in predicting sales performance and for better 25 See Johnson M.W., Marshall G.W., (2006) p. 52, and Jobber D., Lancaster G., (2006) p See Barrick M.R., Mount M.K., (1991), and also 10

11 understanding and explaining sales success (especially in missionary selling) we need to extend the scope of investigation PROJECT DESCRIPTION 7.1 Research Sample and Measurements Three independent groups of medical representatives representing leading Polish pharmaceutical companies participated in the research which was executed over a two-month period, from the beginning of December 2006 until the end of January The sample totalled 202 salespeople. 28 Respondents were between the ages of 23 and 43. Equal numbers of women and men participated in the research. The respondents were asked to fill out a battery of self-administrated psychological tests and specially constructed questionnaires with extended sociodemographical variable metric. The time allowed to fill out the tests and the questionnaires was around 2 hours and was not limited. Anonymity of respondents was preserved by researchers during the whole study. 7.2 Dependent variable indicators Such independent variables as emotional intelligence, social exposure, ability to form close relations, assertiveness, vigorousness, perseverance, and also temperamental features such as sensitivity, emotional reactivenes, endurance and activity were used. Effectiveness of medical representatives of selected Polish pharmaceutical companies was measured by the market share of their key promoted product in their region. 7.3 Tools The following psychological traits were measured in the research: (1) temperament features, (2) social skills with emotional intelligence among other. Hope for Success (KKN) new original Polish battery of psychological tests, with no English equivalent, were additionally employed during the study. KNS test is created to measure the power of respondents expectations about their activities positive effects. It consists of two independent components (sub-tests): 27 See also Greenberg, J. & Greenberg, H.M., (1976), Mayer, D., Greenberg, H.M., (1964), McMurry, R.N., (1961). 28 Respectively company A 100 respondents, company B 64 respondents, and company C 38 persons in inquiry. 11

12 (1) respondent s consciousness on strong self-efficiency test and (2) respondent s conviction about their problem solving skills test. According to experts opinion high scores level in Hope for Success Test (KKN) is positively and strongly correlated with professional effectiveness of particular salespeople. For searching and identifying respondents personality traits the standard NEO Personality Inventory test adapted to Polish culture was used. NEO Personality Inventory test using in this research is a basic tool for diagnosing personality traits taking into consideration in popular so called Big Five model. Several personality subscales describe such important human psychological features as (1) neurotism, (2) extraversion, (3) openness to experience, (4) agreeableness, and (5) conscientiousness. Many foreign research projects concerning salespersons professional effectiveness showed satisfying results See also Stevens Ch. D., Macintosh G., (2003). 12

13 References Adler S. (1994), Personality tests for sales force selection: Worth a fresh look, Review of Business, vol. 16, no. 1, Summer/Fall, pp Argyle M. (1999), Psychologia stosunków międzyludzkich, Wyd. 2 zm., Warszawa, Wydawnictwo Naukowe PWN, Warszawa (In Polish). Barrick M.R., Mount M.K.(1991), The Big Five Personality Dimensions and Job Performance: A Meta-Analysis, Personnel Psychology; Spring; 44, 1. Blosser Ph., (1999), Six Questions Concerning Scheler s Ethics, Journal of Value Inquiry; Jan; 33,2. Bragg A., (1988), Are Good Salespeople Born Or Made?, Sales and Marketing Management; Sep; 140, 12. Brzozowski, P. (1995). Skala Wartości Schellerowskich. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego (In Polish). Burke L.A., Witt L.A., (2004), Personality and High-Maintenance Employee Behavior, Journal of Business and Psychology, Spring. Churchill G.A., Jr., Ford N.M., Hartley S.W., Walker O.C., Jr., (May 1985), The Determinants of Salesperson Performance: A Meta-Analysis, JMR, Journal of Marketing Research. Colin G.M., Hodgkinson G.P., (2007), Development and Validation of the Five-Factor Model Questionnaire (FFMQ): An Adjectival-Based Personality Inventory For Use in Occupational Settings, Personnel Psychology. Costa, P. T. jr., McRae, R.R. (1985), The NEO Personality Inventory. Odessa, FL: Psychol. Assess. Resources. Cotham, J.C. III. (1970), Selecting Salesmen: Approaches and Problems, Michigan State University Business Topics, Winter 1970 in Lockeman B.D., Hallaq J.H., (1982), Who Are Successful Salespeople, Academy of Marketing Science. Journal, Fall; 10,4. Cravens D.W., Woodruff R.B. (1973), An Approach for Determining Criteria of Sales Performance, Journal of Applied Psychology, June. Cron W.L., Marshall G.W., Singh J., Spiro R.L., Sujan H., Salesperson Selection, (Spring 2005), Training, & Development: Trends, Implications, & Research Opportunities, The Journal of Personal Selling & Sales Management. Cybulski K., Misztak M., (2006), Przedstawiciele medyczni na polskim rynku farmaceutycznym Wybrane mity i fakty. Referat na konferencję naukową, Wydziału Zarządzania Uniwersytetu Warszawskiego (In Polish). DeCormier, R.A. & Jobber, D. (1993), The Counselor Selling Method: Concepts and Constructs, Journal of Personal Selling and Sales Management, vol. 13, no.4, Fall, pp Greenberg H.M., Greenberg J.,(1980), Job Matching for Better Sales Performance, Harvard Business Review September-October. Greenberg H.M., Greenberg J.,(1976), Predicting Sales Success Myth and Reality, Personnel Journal; Dec; 55; Greenberg, H.M., Weinstein, H.P. & Sidler, G. (1986), Best Producers Share Many Personality Traits, Best s Review Prop/Casualty, vol.97, no.4, Aug., pp Jobber D., Lancaster G., Selling and Sales Management, 7 th Edition, (2006), Prentice Hall- Financial Times. 13

14 Johnston M.W., Marshall G.W. (2005), Churchill/Ford/Walker s Sales Force Management, 8 th Edition, McGraw-Hill International. Kahn, G.N. & Shuchman, A. (1961), Specialize Your Salesmen, Harvard Business Review, vol. 39, Jan.-Feb., pp Lockeman B.D., Hallaq J.H., (1982), Who Are Successful Salespeople, Academy of Marketing Science. Journal, Fall; 10,4. Łaguna, M., Trzebiński, J., Zięba, M. (2005). Kwestionariusz nadziei na sukces. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego (In Polish). Jaworowska, A. i Matczak, A. (2001). Kwestionariusz Inteligencji Emocjonalnej. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego (In Polish). Matczak A. (2001). Kwestionariusz Kompetencji Społecznych. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego (In Polish). Mayer D., Greenberg H.M., (1964), What Makes a Good Salesman, Harvard Business Review, vol. 42, July-August, pp McMurry, R.N. (1961), The Mystique of Super-Salesmanship, Harvard Business Review, Mar.-Apr., pp Stanton W., Buskirk R. (1978), Management of the Sales Force, Homewood, III.: Richard D. Irwin, Inc.. Stevens, C.D., Macintosh, G. (2003), Personality and Attractiveness of Activities Within Sales Jobs, Journal of Personal Selling and Sales Management, 23 (pp ). Strelau, J. I Zawadzki, B. (1997). Formalna charakterystyka zachowania kwestionariusz temperamentu. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego (In Polish). Taylor, T.C. (1986), Anatomy of a star salesperson, Sales and Marketing Management, May, pp Tett, R.P., Jackson, D.N. & Rothein, M. (1991), Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Journal of Personnel Psychology, vol. 44, pp Walker O.C., Churchill G.A., Ford N.M. (1977), Motivation and Performance in Industrial Selling: Present Knowledge and Need Research, Journal of Marketing Research, May. Weilbaker D.C. (1990), The Identification of Selling Abilities Needed for Missionary Type of Sales, Journal of Personal Selling & Sales Management, Summer, pp Zawadzki, B., Strelau, J., Szczepaniak, P. i Śliwińska, M. (1998). Inwentarz osobowości NEO-FFI. Podręcznik. Warszawa: Pracownia Testów Psychologicznych Polskiego Towarzystwa Psychologicznego. 14

15 Appendixes: Table 1. Personality Traits & Their Relative Impact on Market Share Index Factor Beta Vividness 0,003 Perseverativeness -0,168 Sensitivity -0,005 Reactivenes 0,134 Endurance -0,110 Activity -0,096 Emotional Intelligence 0,232 Intimacy 0,023 Social exposition 0,298 Assertiveness -0,037 Sense of skills 0,061 Power of will -0,007 Openness 0,162 Neurotism -0,057 Consciousness 0,068 Agreeableness 0,041 Extraversion -0,196 Source: Cybulski K., Misztak M., Rycielski P. 15

16 Graph 2. Personality Traits & Their Relative Impact on Market Share Index 0,400 0,300 0,200 0,100 0,000 0,100 0,200 0,300 Vividness Perseverativeness Sensitivity Reactiveness Endurance Activity Emotional Intelligence Intimacy Social exposition Asertiveness Sense of skills Power of will Openness Neurotism Consciousness Agreebleness Extraversion Source: Cybulski K., Misztak M., Rycielski P. Table 2. Temperamental Factors Influencing Market Share Performance Index Factor Beta Vividness 0,005 Perseverativeness -0,128 Sensitivity 0,118 Reactivenes -0,037 Endurance -0,018 Activity 0,049 Source: Cybulski K., Misztak M., Rycielski P. 16

17 Graph 2. Temperamental Factors Influencing Market Share Performance Index 0,500 0,400 0,300 0,200 0,100 0,000 0,100 0,200 0,300 0,400 0,500 Vividness Perseverativeness Sensitivity Reactiveness Endurance Activity Source: Cybulski K., Misztak M., Rycielski P. Table 3. Some Social Skills Impact on Market Share Performance Index Factor Beta Emotional Intelligence 0,224 Intimacy -0,018 Social Exposition 0,217 Assertiveness 0,026 Source: Cybulski K., Misztak M., Rycielski P. 17

18 Graph 3. Some Social Skills Impact on Market Share Performance Index 0,250 0,200 0,150 0,100 0,050 0,000 0,050 Emotional Intelligence Intimacy Social exposition Assertiveness Source: Cybulski K., Misztak M., Rycielski P. 18

19 Table 4. Sense of Skills and Power of Will Impact s on Market Share Index Performance Factor Beta Sense of Skills 0,224 Power of Will -0,018 Source: Cybulski K., Misztak M., Rycielski P. Graph 4. Sense of Skills and Power of Will Impact s on Market Share Index Performance 0,250 0,200 0,150 0,100 0,050 0,000 Sense of skills Power of will Source: Cybulski K., Misztak M., Rycielski P. 19

20 Table 5. BIG FIVE and Market Share Index Performance Factor Beta Openness 0,235 Neurotism -0,151 Consciousness 0,150 Agreeableness 0,079 Extraversion -0,119 Source: Cybulski K., Misztak M., Rycielski P. Graph 5. BIG FIVE and Market Share Index Performance 0,300 0,250 0,200 0,150 0,100 0,050 0,000 0,050 0,100 0,150 0,200 Openness Neurotism Consciousness Agreebleness Extraversion Source: Cybulski K., Misztak M., Rycielski P. 20