Abstract
This study advances
the understanding of a recently identified leader behavior known as
championing, which is argued to be especially effective in a sales context.
Championing occurs when sales managers protect their salespeople from
nonessential tasks, enabling them to focus on activities that enhance sales
performance. Building on the exploratory work by Peesker et al. (2019), the
current study delves deeper into the theoretical underpinnings and practical
implications of championing. The first major section is a literature review
that relates championing to established leadership theories, including
path-goal, transformational, ethical, and servant leadership. This review
demonstrates how championing aligns with and reinforces these theoretical
frameworks, providing a deeper understanding of the behavior. Following this
theoretical groundwork, the authors developed a new multi-item measurement
scale for championing by integrating traditional scale development methods with
innovative techniques involving artificial intelligence. Specifically, items
for the scale were generated using a chain-of-thought prompting process with
ChatGPT-3.5. These items were empirically tested through conventional scale
development procedures, which included analyzing data from a sample of 254
salespeople using both exploratory and confirmatory factor analysis. This
approach resulted in the creation of a robust four-item scale with a one-factor
solution that demonstrated strong construct validity. Future researchers can
use this measure to examine how championing interacts with other established
leader behaviors to generate positive work outcomes, such as reduced role
stress, increased trust in managers, and higher sales performance. Overall,
this study contributes to a more nuanced understanding of championing by
highlighting its relevance within the broader leadership literature, making a
strong case for its effectiveness in a sales context, and offering a validated
measurement tool for future research.