Chapter
11
Leadership of a
Sales Force
The first thing that you
have to do to turn around
a team is to envision the
process.
Bill Parcells
NFL coach
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
TM 12-1
(Fig. 11-1)
Leadership Effectiveness
Personal
characteristics
Leadership style
(the leader behaviors)
Leadership
effectiveness
Managerial
skills
SITUATION
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Characteristics and Skills
 Personal
Characteristics
Self-Confidence
 Initiative
 Energy
 Creativity
 Maturity

 Managerial
Skills
Problem-solving skills
 Interpersonal skills
 Communication skills
 Persuasive skills

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Two Leadership Styles
 Transactional

Leadership
Those supervisory activities regarding the day-to-day
operation and control of the sales force.


Clarifying rules
Providing verbal feedback
 Transformational

Leadership
Transforms the basic values, beliefs, and attitudes of
followers such that they are willing to perform at levels
above and beyond expectations.




Articulating a vision
Fostering group goals
Role modeling
Providing individualized support
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Figure 11-2
Critical Leader Behaviors for Different Situations
Transactional
Transformational
Leader Behaviors
Leader Behaviors
Newly hired,
inexperienced rep
Veteran rep; low
performance due
to burnout
Informing
Basic
Rules
Verbal
Feeback


Articulating a
Vision


Unstable situation;
crisis environment

High-performing
rep; like autonomy

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Fostering
Group
Goals
Providing a
Role Model
Individualized
Support





Tools and Techniques of Leadership
 Personal
contact
 Sales reports
 Telecommunications





Better customer and industry information
Selling assistance
Sales support
Reporting responsibilities
Communication
 Printed
aids
 Meetings
 Indirect supervisory aids





Compensation plans
Territories
Quotas
Expense accounts
Sales analysis procedures
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Coaching Sales Reps
 Three
elements of leadership most often used
to describe coaching
 Verbal

feedback
Praising salespeople when they do well.
 Leading

Coaches are role models; salespeople will
emulate them.
 Mutual

by example
trust and respect
Created through two-way communication
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
TM 13-3
Outcomes of Effective Leadership
•Well-Trained Salespeople
•Trust among Salespeople
•Citizenship Behaviors
•Voluntary behaviors important to the success of the firm (e.g.,
when one rep gives encouragement to a fellow, struggling rep)
•Better Performance
•Sales Force Morale
•A sense of common purpose and a belief among members
that group goals can be attained.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Satisfaction
(Fig. 13-2)
•Sometimes called individual morale
•An individual salesperson’s emotional and evaluative
feelings toward various dimensions of the job, including
feelings toward…
•Pay
•Promotions
•Job Security
•Benefits
•Co-workers
•The Sales Manager (or Leader)
•Individual salespeople must first each be satisfied with
his or her job in order for high group morale to emerge.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Problems Encountered in Leadership
Poor
performance
Substance abuse
Cheating on expense accounts
Engaging in unethical behavior
Third-party sexual harassment
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.