TRAIT PATTERNS FOR EFFECTIVE MARKETING PERFORMANCE

This research examined personality, managerial skill and leadership style trait patterns contributing to effective performance in a marketing organization of a Fortune 500 Company.;Eight validated psychological, aptitude, organizational and demographic instruments were used in the study. Responses were received from the marketing organization's total population (132) and included 35 managers, 94 sales representatives and three others. The results were analyzed using multivariate statistical methods including multiple regression and path analytic techniques.;The conclusions of the study identified specific trait patterns for effective performance. Results for the mature product line showed that 39% (R('2) = .39, F (4,70) = 11.18, p < .0000) of the variance in revenue performance was accounted for within the path model. However, only the branch managers' traits were found to be the significant predictors. These traits consisted of extraversion, relations orientation, intuitive thinking and less delegation.;Results for the innovative product line showed that 56% (R('2) = .56, F (7,66) = 11.93, p < .001) of the variance in revenue performance was accounted for within the path model. However, both branch managers' and sales representatives' traits predicted performance. The latters' traits comprised previous experience, a practical orientation and intelligence, whereas the branch managers' traits only consisted of task orientation and less delegation.;The organization markets intangible products in the computer information services industry consisting of mature and innovative product lines. The research distinguished between these two product lines and also concentrated on two staff levels within the marketing organization: sales representatives and branch managers.;Additional observations are interesting to note: (1) Personality variables appeared to be greater predictors of performance than skills and leadership styles. (2) Personality variables affected the impact of delegation on performance. (3) Personality variables interacted differentially between products requiring maintenance versus products requiring new business initiation. Perhaps in marketing where dynamic interpersonal exchanges are the "modus operandi," personality variables are more predictive of performance than skills or leadership styles.;The primary implication of this research is that individuals with specific trait patterns enhance performance and this productivity increase can amount to in excess of fifty percent. Furthermore, these patterns may have generalizable application in other marketing organizations with comparable products or services.