Transcript 11 Leadership

Sales Management 11
Sales Management Leadership and
Supervision
Leadership
 Using influence with other people through
communication to achieve goals/objectives.
 Like moving a rope: easier to pull than push.
 Dwight D. Eisenhower
Supervision
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Routine, Day-to-Day control
PART of Leadership, not all of it
Variables Related to Performance
and Job Satisfaction
 Task-Specific _________
Linked to improved performance and job satisfaction
 Organizational _________
A psychological bond to the organization
Demonstrated by behavior over time
 _________
The extent to which work activity is directed by rules, regulations, &
commitment
 _________Alienation
Psychological separation from the activities of the job
 Job _________
 Strong attachment of the salespeople to the job itself
Three Leadership Models
1) Leader-Member _________(LMX)
a) Manager and Salesperson influence each other
b) Unique relationships with each dyad
2) _________ Leadership
a) Leaders: charismatic, inspirational, mission driven
b) Change Agent: new ideas, new methods
3) Behavioral _________(BSM)
a) Self-Imposed planning, behavior, evaluation,
rewards & punishment.
b) Salespeople can work w/o constant supervision,
more enthusiastic by being in control
Factors Affecting Sales Manager’s
Leadership Effectiveness
1)
2)
3)
4)
5)
Power: Manager/salespeople/others
Situational
Needs & wants of salespeople
Goals & Objectives of Salespeople/Company
Manager’s Leadership Skills
Power: 5 Kinds of Power
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_________ Power: Knowledge Based
_________ Power: Similarity, Friend, Role-Model
_________ Power: Role, Position
_________ Power: Ability to give reward for action
_________ Power: Ability to remove rewards or to
punish for wrong action/inaction.
Power is in the eye of the beholder.
Situational Factors
Traits: Personality traits of an effective leader
 Behavior: Behaviors associated with an effective leader
 Contingency: Interaction between situational and
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other factors
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Situational Factors:
Time constraints, the nature of
the task, and the history and norms of the organization
Needs & Wants of Salespeople
 Important if not using coercive power
 Each person has unique in needs
Some respond to $
Some to praise
Some to challenge
 Although difficult, try to meet individual needs
 May be limited by span of control
Goals and Objectives
 Life is easier if salespeople’s needs align with
organization’s goals and objectives
 Can learn what salespeople want by asking
Workshops, interviews, surveys
 Discover their long and short term goals
 Show how individual goals can be achieved by
pursuing company goals
Leadership Skills
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Anticipation/Seeking Feedback, MBWA
Diagnostic Skills: Problem vs. Symptoms
Selection/Matching: Use right tool @ right time
Communication
 Influence Strategies: Threats, Promises, Persuasion,
Relationships, and Manipulation
 Communication Mechanisms: Phone, Fax, Memo,
Report, Intranet, Email, List-Serve, Cell, Voice Mail, etc.
Coaching & Ethics
 Coaching
Role Model/Development
Outcome and Cognitive Feedback
 Meeting Ethical/Moral Responsibilities
 Immoral, Amoral, Moral Management
 (See Exhibit 7.5, pg. 197)
Coaching
The continuous development of salespeople through supervisory feedback
and role modeling. Suggestions for affective coaching include:
Take a we approach
 Address only one or two problems at a time
 Don’t focus on criticizing poor performance, reinforce good
performance
 Foster involvement
 Recognize differences in salespeople and coach accordingly
 Coordinate coaching with more formal sales training
 Encourage continual growth and improvement
 Insist salespeople evaluate themselves
 Obtain agreement with respect to punishments and rewards
 Keep good records

Approaches to Management Ethics I
Immoral Management
Intentional and consistent management activity
conflicting with what is moral (ethical).
Exploits opportunities for corporate gain. Cuts corners
when it appears useful.
Seeks profitability and organizational success at any
price.
Selfish. Management cares only about its or the
company’s gain.
Approaches to Management Ethics II
Amoral Management
Management activity that is neither consistently moral or
immoral . . . Decisions lie outside the sphere to which moral
judgments apply.
Give managers free rein. Personal ethics may apply but only
if managers choose. Respond to legal mandates if caught
and required to do so.
Seeks profitability. Other goals are not considered.
Well-Intentioned but selfish in the sense that impact on others
is not considered.
Approaches to Management Ethics III
Moral Management
Management activity conforms to a standard of ethical or
moral behavior.
Live by sound ethical standards. Assume leadership
position when ethical dilemmas arise. Enlightened selfinterest.
Seeks profitability within the confines of legal obedience
and ethical standards
Management wants to succeed but only within the confines
of sound ethical precepts.
Ethical & Moral
Responsibility
 Code of Ethics
Personal
Corporate
Professional
Societal
 Morally Questionable Managerial Acts
_________ : Cheating on expense report
_________ : Not acting as you should
_________ : Bribery, Price Fixing
Meeting Ethical and
Moral Responsibilities
Type
Direct Effect
Examples
Nonrole
Against the firm
• Expense account cheating
• Embezzlement
• Stealing supplies
Role
Failure
Against the firm
• Superficial performance
appraisal
• Not confronting expense
account cheating
• Palming off a poor performer
with inflated praise
Meeting Ethical and
Moral Responsibilities
Type
Direct Effect
Role
For the firm
Distortion
Examples
• Bribery
• Price fixing
• Manipulation of suppliers
Problems in Leadership
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Conflicts of Interest - Boundary Spanners @ Risk
Chemical Abuse – Affects professionalism
Disruptive Personnel – Jerks, Mavericks, Apathy
Termination – Unpleasant, but necessary @ Times
Sexual Harassment – Remarks, Comments, Threats,
Jokes, Physical/Visual Actions, Innuendos (Currently 1/3 of all
EEOC complaints are for sexual harassment.)