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LEARNING OBJECTIVES
The leader of a sales force must have a firm grasp of his
or her power and of the leadership behaviors from which
to choose. This chapter should help you understand:
That leadership is an influence process.
The many sources of a leaders power and their
differences.
The many facets involved in an integrative sales
mangers model of leadership.
That supervision, coaching, and counseling are
important leadership activities.
Copyright 2001 by Harcourt, Inc. All rights reserved.
L ea d er
B eh a v i o r *
a n d A ct i v i t i e s
M o tiva tio n
to W o rk
P er fo r m a n ce
* L ea d er b eh a v i o r i s p a r t o f t h e o r ga n i z a t i o n a l f a ct o r s s h o w n i n t h e
m o t i v a t i o n a l m o d el i n C h a p t er 1 2 , F i g u r e 1 2 . 3 .
R ew a r d
AN INTEGRATIVE SALES
MANAGERS MODEL OF
LEADERSHIP
Six factors are important for the attainment
of acceptable performance levels:
1. The sales manager.
2. The sales managers behavior and
activities.
3. The salesperson.
Copyright 2001 by Harcourt, Inc. All rights reserved.
Salesperson
Personal Characteristics
Needs and Motives
Performance Level
Past Experience
Sales Group
Characteristics
Expectations
Norms
Sales Culture
Sales Manager
Personal Characteristics
Needs and Motives
Power
Past Experience and
Reinforcement
Situation
The Task Being Faced
Organizational Factors
Problem Faced
Time Pressures
Salespersons
Behavior
Performance
Satisfaction
Turnover
T a s k - O r i en t e d
L ea d er sh i p
A p p r o a ch
T ells
P er s u a d es
P a r t i ci p a t e s
D e l eg a t es
P eo p l e - O r i en t ed
L e a d er s h i p
A p p r o a ch
Style 1:
Tells
Style 2:
Persuades
Style 3:
Participates
Style 4:
Delegates
C o n ce r n fo r P e o p l e
S a les m a n a ger a n d
s a l es p e r s o n d e ci d e
to geth er
S a les m a n a ger m a k es
d eci s i o n w i t h d i s cu s s i o n
on w hy
S t y l e 3 : P a r t i ci p a t e s
S ty le 2 : P er su a d es
L o w T a sk
H i g h P eo p l e
H igh T a sk
H i g h P eo p l e
L o w T a sk
L o w P eo p le
H igh T a sk
L o w P eo p l e
S t y l e 4 : D e l eg a t e s
S ty le 1 : T ells
S a lesp er so n
m a k es d e ci s i o n
L ow
L ow
S a les m a n a ger
m a k es d e ci s i o n
C o n ce r n f o r T a s k
H igh
Background
Objective
The session itself
Developmental action
Follow up
2. Notify salespeople
3. Schedule calls
4. Set length of coaching session
5. Prepare coaching checklist
6. Set the mood
Copyright 2001 by Harcourt, Inc. All rights reserved.
Postcall Discussions
Curbstone conferences, usually held in the car, are
brief post-call discussions about what has just
occurred in the customers place of business.
continued
Types of Counseling:
Performance counseling
Career counseling.
Job adjustment counseling
Social adjustment counseling
Personal adjustment counseling
THE SALESPERSON
PERSONALITY CHARACTERISTICS
NEEDS AND MOTIVES
PERFORMANCE LEVEL
Ability
Motivation
PAST EXPERIENCE
Copyright 2001 by Harcourt, Inc. All rights reserved.
SALES MANAGER'S
LEADERSHIP STYLE
Tells
Persuades
Participates
Delegates
CHARACTERISTICS
continued
EXPECTATIONS
Help them be successful.
Hire competent coworkers.
Provide adequate training, including
conducting effective sales meetings.
Set responsible performance standards.
Provide feedback on how they are doing.
Give rewards based on performance.
Copyright 2001 by Harcourt, Inc. All rights reserved.
NORMS
Norms are the standards the group
establishes.
SALES CULTURE
Descriptions for a leader:
Enthusiastic
Cheerleader
Creator of champions
Coach
A professional
Copyright 2001 by Harcourt, Inc. All rights reserved.
THE SITUATION
The situation itself can influence the sales
managers behavior and effectiveness. Four
factors that influence the leaders
effectiveness are:
The task faced.
The organizational factors
The problem faced.
The time pressures.
Copyright 2001 by Harcourt, Inc. All rights reserved.