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Module 8 Sales Management Leadership and Supervision

Module 8 Sales Management Leadership and Supervision. What is the difference between leadership and supervision?. Leadership The use of influence with other people through communications processes to attain specific goals and objectives Supervision

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Module 8 Sales Management Leadership and Supervision

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  1. Module 8 Sales Management Leadership and Supervision

  2. What is the difference between leadership and supervision? • Leadership • The use of influence with other people through communications processes to attain specific goals and objectives • Supervision • The day-to-day control of the salesforce under routine operating conditions

  3. Initiation to Task Task Specific Self -Esteem Realism Job Satisfaction Job Involvement/ Commitment Congruence Performance A Proposed Model of Salesforce Socialization (Figure 6.1) Recruiting/Selection Objectives Training Objectives Salesperson Outcomes Job Outcomes Resolution of Conflicting Demands at Work Role Definition

  4. Variables Related to Performance and Job Satisfaction • Task-Specific Self-Esteem • Linked to improved performance and job satisfaction • Organizational Commitment • Either, a psychological bond to the organization, or • Demonstrated by behavior over time • Formalization • The extent to which work activity is directed by rules, regulations, and commitment. More formalization may lead to less stress. • Work Alienation • An individual's psychological separation from the activities of the job • Job Involvement • Strong attachment of the salespeople to the job itself

  5. Contemporary Views of Sales Leadership • Leader-Member Exchange (LMX) Model • Transformational Leadership • Behavioral Self-Management (BSM)

  6. A Leadership Model for Sales Management (Figure 8.1) • Power • Salespeople • Others • Power • Sales Manager Sales Manager’s Leadership Effectiveness Leadership Skills Situation Goals & Objectives Needs

  7. A Leadership Model for Sales Management Power and Leadership • Expert Power • Referent Power • Legitimate Power • Reward Power • Coercive Power • Power is in the eye of the beholder... Five types of power which may be present in interpersonal relationships:

  8. A Leadership Model for Sales Management Situational FactorsWhat makes an effective leader? • Trait Approach • A body of research which has tried to identify the personality traits of an effective leader • Behavior Approach • A body of research which has attempted to catalog behaviors associated with an effective leader • Contingency Approach • A body of research which has explored the interaction between situational and other factors • Situational Factors • Time constraints, the nature of the task, and the history and norms of the organization

  9. A Leadership Model for Sales Management Needs and Wants of Salespeople • Must find a balance between the needs of salespeople and the needs of the sales manager/organization

  10. A Leadership Model for Sales Management Goals and Objectives "Life Planning"

  11. A Leadership Model for Sales Management Leadership Skills • Anticipation and Seeking Feedback • Listening, empathizing, and maintaining contact with customers and salespeople • Diagnostic Skills • Being able to determine and address a problem or opportunity instead of the symptoms • Selection and Matching • Must select the appropriate leadership response to match the situation

  12. A Leadership Model for Sales Management Leadership Skills • Influence Strategies • Threats • Relating the failure to accomplish a desired behavior to a specific punishment • Promises • Better than threats at motivating desired behavior • Persuasion • Persuasive messages must be rational and reasonable, however, expert and referent power bases are necessary to make them effective...Why? • Relationships (2 types) • Based on Referent Power • Based on Legitimate Power • Manipulation • Circumstances are controlled to influence behavior

  13. Selected Leadership Functions Coaching • Sales manager provides guidance and feedback as close as possible to the occurrence of an appropriate event related to developing salespeople’s skills, attitudes, or behaviors • Recency - coach near appropriate event (e.g., sales call) • Repetition - coach before and after sales call • Feedback • Outcome Feedback • Information on whether the desired outcome is achieved • Cognitive Feedback • How and why the desired outcome is achieved • Better to use cognitive feedback

  14. Selected Leadership FunctionsPlanning and Conducting Integrative Meetings • Overall purpose is to unite the salesforce in the quest for common objectives. • Integrate functions such as: • Training • Strategic Planning • Motivational Programs • Recognition of Outstanding Performers • Recreation and Entertainment • Communication technology increasingly allows off-site participation

  15. Selected Leadership FunctionsApproaches to Management Ethics(Exhibit 8.5) • Immoral Management • Amoral Management • Moral Management • Code of Ethics

  16. Problems in Leadership • Conflicts of Interest • Chemical Abuse and Dependency • Problem Salespeople: A Disruptive Influence • Lone Wolf • High involvement/low organizational commitment • Corporate Citizens • Low involvement/high organizational commitment • Institutional Stars • High involvement/high organizational commitment • Apathetics • Low involvement/low organizational commitment • Termination of Employment • Sexual Harassment

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