Journal of Economics and Sustainable Development www.iiste.org ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online) Vol.4, No.3, 2013 118 Impact of Supervisory Behaviours on Sales force Performance: The Case of Micro Finance Banks Ibok Nkanikpo Ibok 1* Umana, Victoria Sunday 2 1. Department of Marketing, University of Uyo Akwa Ibom State, Nigeria 2. Department of Business Management, University of Uyo Akwa Ibom State, Nigeria * E-mail of the corresponding author: nkanikpo@yahoo.com Abstract This study examined the effect of supervisory behavioural dimensions on sales force performance with emphasis on the Micro Finance banks in Nigeria. Survey data were collected from 120 sales persons serving as marketers with Micro Finance banks in both Akwa Ibom and Cross River State. One hypothesis was formulated and tested using regression and analysis of variance. Findings indicate that all the supervisory behavioural dimensions were statistically significant and positively related with sales force performance. Implications were drawn for future research and managerial attention. Keywords: Supervisory Behaviour, Sales force Performance 1. Introduction The Micro Finance bank particularly in Nigeria is facing critical evolution. On the one hand, interest in this industry has never been encouraging especially with respect to scholarly search. In managerial circles for example, little effort is shown in the area of sales force performance in this industry. However, a growing amount of discourse is negative and typical of this industry; hence, everyone seems to be sceptical about its future. But while previous academic studies have examined managerial experiences of large and medium scale businesses with supervisory attitude, there is no comparable study of supervisory behaviour on the performance of sales people in the context of Micro Finance Banks. Media reports on the role of supervisors and managers on enhancing work performance of sales people are mixed and full of vivid and engaging debates which do not provide a clear understanding of the effect of supervisory behaviour on the performance of sales people. The supervisor by exerting a direct influence on their subordinates play a crucial role in either motivating or demotivating their subordinates and therefore, their relationship should always be an issue of greater concern to both scholars and managers. There has been a vast amount of research on the boss – subordinate relationship (see for example; Koller et.al; 1999; Bass, 1997; Dubinsky et.al 1999; Bass and Avolio, 1993; Oliver and Anderson, 1994; Castelberry and Tanner, 1986 and Yamamarino et.al 1997), but none of these studies were particularly emphatic about the micro finance banks. More still, a number of scholars have also recorded amazing revelations about the impact of supervisory behaviours on the performance of sales employees. Again none of these studies were specific about the small scale business (see; Walker, Churchill and Ford, 1977; Decarto. et.al 1999; Henry, 1975, and Baldanl et.al 2001). Our concern in this study is that the effects of supervisory behaviour on sales force performance though undertaken to some extent is a void in small scale business literature which this study attempts to fill. It is against this background that this study attempts to empirically examine the relationship between supervisory behaviours and sales force performance within the context of Micro Finance Banks. It is believed that management of small scale businesses should understand how certain supervisory characteristics would hinder or enhance job performance among sales employees. Based on this, this study attempts to provide answers to the following research questions: (a) What are the different behavioural dimensions of supervisors? (b) What is the effect of these behavioural dimensions on sales force performance? Hypothesis: One null hypothesis was formulated to guide the study and stated as: Ho: Behavioural Dimensions by supervisors do not significantly affect sale force performance 2.0 Literature Review Supervisor – subordinate relationship has been gaining increasing attention from both researchers and managers as a distinct area of concern for corporate productivity and therefore can be used to enhance organizational