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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. TM 12-1 (Fig. 11-1). Leadership Effectiveness. Personal characteristics. Leadership style (the leader behaviors). Leadership

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  1. 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

  2. TM 12-1 (Fig. 11-1) Leadership Effectiveness Personal characteristics Leadership style (the leader behaviors) Leadership effectiveness Managerial skills S I T U A T I O N

  3. Leadership Characteristics and Skills • Personal Characteristics • Self-Confidence • Initiative • Energy • Creativity • Maturity • Managerial Skills • Problem-solving skills • Interpersonal skills • Communication skills • Persuasive skills

  4. 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

  5. Figure 11-2Critical Leader Behaviors for Different Situations

  6. 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

  7. Coaching Sales Reps • Three elements of leadership most often used to describe coaching • Verbal feedback • Praising salespeople when they do well. • Leading by example • Coaches are role models; salespeople will emulate them. • Mutual trust and respect • Created through two-way communication

  8. 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.

  9. 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.

  10. Problems Encountered in Leadership • Poor performance • Substance abuse • Cheating on expense accounts • Engaging in unethical behavior • Third-party sexual harassment

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