The separate and joint impact of performance congruence
(similarity between salespeople and their sales managers)
and value congruence on annual sales are investigated in a
field study. Two hundred thirty-nine salespeople and their
sales managers from several industries participated in the
study. A significant association was found for separate and
joint associations between performance congruence and
value congruence and annual sales. More specifically, the
more similar salespeople and their sales managers are
regarding performance congruence measures, "identifying
new prospects" and "setting up an initial appointment" and
personal values, "warm relationships with others," and
"sense of belonging," the higher annual sales.
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