Field management of the pharmaceutical salesforce is one of the key concerns for every market-oriented and profit-centered pharmaceutical firm. This study introduces one of the novel and parsimonious classifications of supervisors’ monitoring style, i.e., interactional monitoring. Theorizing the construct of a field manager’s interactional monitoring style devoid of every clue of its positive or negative associations is a matter of concern in the literature. There is also a lack of settlement between researchers on how divergent forms of monitoring styles may affect employees differently. Apparent varying conclusions may be partially because of the absence of a well-designed monitoring typology. The authors claim that the perception of a field manager’s interactional monitoring style may exert a distinctive effect on employee response in terms of performance. The authors propose that a field manager’s interactional monitoring style-sales performance linkage can be well understood by considering a salesperson’s emotional intelligence and interpersonal mentalizing skills. Guided by Social Exchange Theory, the authors proposed seven hypotheses and analyzed these hypothesized relationships in a pharmaceutical outbound sales context. Twenty multi-national and national pharmaceutical firms of Pakistan were selected as samples. Cross-sectional data were collected through a structured questionnaire to record the responses from three hundred and fifty respondents (salespeople). The findings of the study show that the emotional intelligence and interpersonal mentalizing skills of salespeople partially mediate the relationship between field managers’ monitoring style and salespersons’ performance. The insights achieved from this study offered applicable and important directions for the formulation of appropriate monitoring style at the field managers’ level as well as shed light on the extent to which a field manager’s interactional monitoring style impacts a salesperson’s performance.

药品销售队伍的现场管理是每个以市场为导向、以利润为中心的制药公司关注的重点之一。本研究介绍了主管监督方式的一种新颖且简约的分类，即互动监督。对现场经理互动监控风格的构建进行理论化，不考虑其积极或消极关联的每一条线索，这是文献中值得关注的问题。对于不同形式的监控方式如何对员工产生不同的影响，研究人员之间也缺乏共识。明显不同的结论可能部分是由于缺乏精心设计的监测类型。作者声称，对现场经理互动监控风格的看法可能会对员工的绩效反应产生独特的影响。作者提出，通过考虑销售人员的情商和人际心理技能，可以很好地理解现场经理的互动监控风格与销售绩效之间的联系。在社会交换理论的指导下，作者提出了七个假设，并分析了药品对外销售背景下的这些假设关系。选择巴基斯坦20家跨国和国家制药公司作为样本。通过结构化调查问卷收集横截面数据，记录三百五十名受访者（销售人员）的回答。研究结果表明，销售人员的情商和人际心理化技能在一定程度上调节了现场经理的监控风格和销售人员绩效之间的关系。这项研究获得的见解为在现场经理层面制定适当的监控风格提供了适用且重​​要的方向，并揭示了现场经理的互动监控风格对销售人员绩效的影响程度。