Sales Management Leadership and Supervision Module Seven Sales Management Leadership and Supervision

What is the Difference Between Leadership and Supervision? The use of __________ with other people through communications processes to ______ specific ________ and ____________ Supervision: The day-to-day ________ of the salesforce under _________ operating conditions 2

Sales Force Socialization (Revisited) Task-Specific Self-Esteem: ____________________________________________________________________________________ Organizational Commitment: Formalization: 4

Sales Force Socialization (Revisited) Work Alienation: ____________________________________________________________________________________ Job Involvement: 4

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

Leadership Model for Sales Management Situation Time Constraints Nature of Tasks History and Norms Needs Salespeople Other People Leadership Skills Anticipation Diagnostic Selection Communication Influence Strategy Communications Mechanisms Power Sales Manager Goals & Objectives Individual Organizational Sales Manager’s Effectiveness 6

Power and Leadership Five types of power which may be present in interpersonal relationships: 1 ______ Power 2 ______ Power 3 ______ Power 4 ______ Power 5 ______ Power 7

Situational Factors __________________ 8

Needs and Wants of Salespeople Important when _______________ is not being utilized Realize all needs and wants ________ be met Not all _________________need to be based on needs and wants Consider each salesperson as a __________ 9

Goals and Objectives Leadership is easier when _____________ and ___________ of the salespeople are ________ with those of the organization Sales managers strive to seek __________ and ______________ between organizational goals and their salespeople’s goals. 10

Leadership Skills The ability to ____________ problems The ability to ________ and ________ substantive feedback The ability to __________ problems and opportunities 11

Leadership Skills The ability to select an appropriate _______________________ and match it to the situation The ability to _______________________ 11

Communication Skills: Influence Strategies _____________ (coercive power) _____________ (reward power) _____________ (expert or referent power) _____________ (referent or legitimate power) _____________ 12

Coaching The _____________________ 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 14

Planning and Conducting Integrative Meetings Keep technical presentations _______ Use visual aids and breakout discussion groups Keep salespeople ____________ of corporate strategy and their ______ in it Minimize operations review

Planning and Conducting Integrative Meetings Set a _________ schedule . . . allow time for sharing and adequate breaks Set and communicate the ________ Ask for ______ from the salespeople ___________________ with contests and other rewards

Approaches to Management Ethics Immoral Management ___________ and __________ management activity conflicting with what is moral (ethical). ___________ opportunities for corporate gain. Cut corners when it appears useful. Seeks ___________ and __________________ at any price. Selfish. Management cares only about its or the company’s gain.

Approaches to Management Ethics Amoral Management Management activity that is neither consistently ________ or _________ . . . 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 __________. Other goals are not considered. _____________ but _______ in the sense that impact on others is not considered.

Approaches to Management Ethics Moral Management Management activity ___________ to a standard of _________ or _________ behavior. Live by sound ethical standards. Assume _________ position when ethical dilemmas arise. Enlightened self-interest. Seeks _______________ within the confines of _________________ and _________________ Management wants to succeed but only within the confines of ________________________.

Meeting Ethical and Moral Responsibilities Sales managers should be aware of three particularly relevant types of unethical acts: Nonrole Role Failure Role Distortion.

Meeting Ethical and Moral Responsibilities Type Direct Effect Examples Nonrole ____________ Expense account cheating Embezzlement Stealing supplies Role Failure ____________ Superficial performance appraisal Not confronting expense account cheating Palming off a poor performer with inflated praise

Meeting Ethical and Moral Responsibilities Type Direct Effect Examples Role Distortion ____________ Bribery Price fixing Manipulation of suppliers

Problems in Leadership ____________ of Interest Chemical Abuse and Dependency Problem Salespeople: A Disruptive Influence _________________ Termination of Employment ______________________ 15