Field leadership, salesperson motivation, and inter-firm relationships in FMCG distribution: an integrated management perspective

Анотація

Purpose. This paper examines the management of sales personnel within FMCG distribution channels across three interconnected dimensions: field-level leadership style, salesperson motivation, and the quality of inter-firm relationships between channel partners. The study identifies how these factors interact and collectively determine the effectiveness of the manufacturer–distributor–retailer–buyer chain.

Methods. The research applies theoretical analysis of academic literature, synthesis of findings from longitudinal studies and meta-analyses, and review of FMCG industry case studies. The conceptual framework draws on self-determination theory, transformational and transactional leadership theory, and Morgan and Hunt’s commitment–trust theory of relationship marketing.

Results. In conditions of high uncertainty — including wartime operations in Ukraine — transactional leadership stabilises sales performance more effectively than transformational leadership. However, transformational approaches remain critical for elevating long-term performance. Salesperson motivation is multidimensional: extrinsic motivation (commissions, bonuses) drives short-term effort, while intrinsic motivation (autonomy, competence development) supports adaptive behaviour under unpredictable field conditions. Manufacturers who invest in distributor capability through training, data sharing, and co-investment in trade promotions achieve greater partner loyalty and stronger brand representation at the outlet level.

Conclusions. Effective management of sales personnel in FMCG distribution requires simultaneous attention to three dimensions: context-adapted field leadership, conditions enabling intrinsic motivation alongside extrinsic incentives, and distributor relationships built on trust and commitment. For Ukrainian FMCG companies, the current period represents a strategic opportunity: organisations that strengthen their sales management capabilities under pressure will be better positioned when the external environment stabilises.