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Sales Leadership,

Management, and Supervision


Module Seven
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Learning Objectives
1. Distinguish between sales force leadership,
management, and supervision.
2. Explain how the LMX model and leadership style
approaches contribute to contemporary sales
leadership.
3. List of the six components of the sales
leadership model.
4. Discuss five bases of power that affect
leadership.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Learning Objectives
5. Explain five influential strategies used in
leadership.
6. Discuss issues related to coaching the sales
force, holding integrative meetings, and
practicing ethical management .
7. Identify some of the problems encountered in
leading and supervising a sales force.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Setting the Stage
1. What is the part of SAPs mission
statement mentioned in the vignette?
2. How does Bill McDermott build the best
possible sales team?
Sales Leadership: SAP America
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Sales Leadership, Sales Management,
and Sales Supervision
Sales Leadership:
The ability to influence others to achieve common goals
for the collective good of the sales organization and
company.
Sales Management:
Activities related to the planning, implementing, and
controlling the sales function.
Sales Supervision:
Activities related to working with sales subordinates on
a day-to-day basis.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Contemporary Views of
Sales Leadership
Leadership Style
Transactional leadership
Transformational Leadership
Leader-Member Exchange (LMX) Model
Leadership style is unique for each
salesperson
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Situation
Time Constraints
Nature of Tasks
History and Norms
Needs
Salespeople
Other People
Leadership
Skills
Anticipation
Diagnostic
Selection
Communication
- Influence Strategy
- Communications
Mechanisms
Power
Salespeople
Other People
Power
Sales Manager
Goals &
Objectives
Individual
Organizational
Sales
Managers
Leadership
Effectiveness
Leadership Model for Sales Management
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Power and Leadership
Referent Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Five types of power which may be present
in interpersonal relationships:
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Trait Approach identify traits of an
effective leader
Behavior Approach identify
behaviors associated with effective
leadership
Contingency Approach leadership
style is contingent upon situation
Situational Factors
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Important when coercive power is not
being utilized
Realize all needs and wants cannot be
met
Not all leadership directives need to be
based on needs and wants
Consider each salesperson as a unique
individual
Needs and Wants of Salespeople
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Leadership is easier when personal
goals and objectives of the salespeople
are consistent with those of the
organization.
Sales managers strive to seek balance
and consistency between
organizational goals and their
salespeoples goals.
Goals and Objectives
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Anticipating and Seeking Feedback
Diagnostic
Selection and Matching
Communication
Leadership Skills
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Communication Skills:
Influence Strategies
Threats (coercive power)
Promises (reward power)
Persuasion (expert or referent power)
Relationships (referent or legitimate
power)
Manipulation

Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Take a we approach
Address only one or two problems at a time
Dont 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
Coaching
The continuous development of salespeople through
supervisory feedback and role modeling. Suggestions for
affective coaching include:
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Planning and Conducting
Integrative Meetings
Keep technical presentations
succinct
Use visual aids and breakout
discussion groups
Keep salespeople informed of
corporate strategy and their role
in it
Minimize operations review
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Planning and Conducting
Integrative Meetings
Set a humane schedule . . .
allow time for sharing and
adequate breaks
Set and communicate the
agenda
Ask for input from the
salespeople
Generate excitement with
contests and other rewards
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Approaches to Management Ethics
Immoral Management
Intentional and consistent management activity
conflicting with what is moral (ethical).
Exploits opportunities for corporate gain. Cut corners
when it appears useful.
Seeks profitability and organizational success at any
price.
Selfish. Management cares only about its or the
companys gain.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Approaches to Management Ethics
Amoral Management
Management activity that is neither consistently moral
or immoral . . . 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 profitability. Other goals are not considered.
Well-Intentioned but selfish in the sense that impact
on others is not considered.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Approaches to Management Ethics
Moral Management
Management activity conforms to a standard of ethical
or moral behavior.
Live by sound ethical standards. Assume leadership
position when ethical dilemmas arise. Enlightened
self-interest.
Seeks profitability within the confines of legal
obedience and ethical standards
Management wants to succeed but only within the
confines of sound ethical precepts.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Meeting Ethical and
Moral Responsibilities
Sales managers should be aware of three
particularly relevant types of unethical acts:
1. Nonrole

2. Role Failure

3. Role Distortion.
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Meeting Ethical and
Moral Responsibilities
Nonrole Against the firm
Expense account cheating
Embezzlement
Stealing supplies
Type Direct Effect Examples
Role Failure Against the firm
Superficial performance
appraisal
Not confronting expense
account cheating
Palming off a poor performer
with inflated praise
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Type Direct Effect Examples
Meeting Ethical and
Moral Responsibilities
Role Distortion For the firm
Bribery
Price fixing
Manipulation of suppliers
Ingram LaForge Avila
Schwepker Jr. Williams
Professional Selling:
A Trust-Based Approach
Module 7:
Sales Leadership, Management, and Supervision
Problems in Leadership
Conflicts of Interest
Chemical Abuse and Dependency
Problem Salespeople: A Disruptive Influence
Lone Wolf
Corporate Citizens
Institutional Stars
Apathetics
Termination of Employment
Sexual Harassment