Examining the Impact of Servant Leadership on Salesperson's Turnover Intention
Sales force retention is frequently deemed a critical organizational objective. Responses from 501 full time salespeople from a variety of industries were used to test a model that examines the impact of servant leadership on salesperson's turnover intention. This study shows that servant leadership affects turnover intention through a complex moderated and mediated chain of effects that involves ethical level, person organization fit, and organization commitment. This study also shows that servant leadership gains importance when the organization is perceived by the salesperson as unethical. Managerial implications and directions for future research are also provided.