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How Ethical Leadership and Ethical Self-Leadership Enhance the Effects of Idiosyncratic Deals on Salesperson Work Engagement and Performance

Author

Listed:
  • Ashish Kalra

    (University of Dayton)

  • Rakesh Singh

    (Institute of Management Technology)

  • Vishag Badrinarayanan

    (Texas State University)

  • Aditya Gupta

    (Texas State University)

Abstract

To meet the shifting needs and preferences of the contemporary sales workforce, sales organizations are deploying idiosyncratic deals (I-deals), or mutually beneficial individualized workplace arrangements between salespeople and the organization. However, research is lacking on how, and under what conditions, I-deals facilitate work engagement and performance among salespeople. In this study, based on analysis of data gathered from 221 business-to-business salespeople, we demonstrate that I-deals are positively related to two foci of salesperson work engagement (i.e., social engagement and change engagement) and salesperson performance. Furthermore, we find that ethical self-leadership, which is driven by ethical leadership, functions as an internal self-governance mechanism that strengthens the impact of I-deals on salesperson work engagement. Based on these results, we delineate novel theoretical and practical implications on the role of I-deals in facilitating effective sales talent management.

Suggested Citation

  • Ashish Kalra & Rakesh Singh & Vishag Badrinarayanan & Aditya Gupta, 2025. "How Ethical Leadership and Ethical Self-Leadership Enhance the Effects of Idiosyncratic Deals on Salesperson Work Engagement and Performance," Journal of Business Ethics, Springer, vol. 196(1), pages 169-188, January.
    • Handle: RePEc:kap:jbuset:v:196:y:2025:i:1:d:10.1007_s10551-024-05717-9
    DOI: 10.1007/s10551-024-05717-9
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