1. Sales Management Leadership and Supervision
Module Seven
Sales Management Leadership and Supervision

2. 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

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

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

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

6. 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

7. 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

8. Situational Factors
__________________ 8

9. 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

10. 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

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

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

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

14. 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

15. 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

16. 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

17. 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.

18. 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.

19. 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 ________________________.

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

21. 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

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

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