Authors: Lesley Murphy
ABSTRACT
A conceptual model of the factors that are linked to the performance of a Key Account
Manager has been developed. There is a paucity of research in the correlation between the
Key Account Manager’s personal and behavioural characteristics and their influence of the
individual and organisation performance. A review of the literature underlines that the Key
Account Manager can described as a strategic orchestrator or lynch pin and their key role is
to coordinate activities with other members of their organisation. As a result, their individual
characteristics will be tested against trust, collaboration and communication which are
essential for the interpersonal and interdepartmental roles played by a Key Account Manager.
T he conceptual model has been developed through an extensive review of the relevant
literature and a qualitative pre-study. The model will be tested by a large scale survey.
T he Key Account Manager needs to display different characteristics from those of a
traditional sales manager. The research has a managerial implication, which is identifying
essential personal and behavioural characteristics of a KAM, which will aid in the
recruitment and selection process as well as identifying training gaps.
KEYWORDS Key Account Managers, leadership, personality, trust, collaboration,
communication, organisation performance
Journal: ( – )
Web Address:
Publish Year:
Conference: Glasgow, Scotland (2011)