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Sales Leadership
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Sales Management: Shaping Future Sales Leaders
Leadership and
the Sales Executive
Chapter 3
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Learning Objectives
Understand historical development and different
approaches to examining leadership
Recognize contributions made by contemporary
leadership approaches
Identify issues today’s sales leaders face
Use the information in this chapter to develop
your own leadership skills
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Learning Objectives
3-4
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
What is Leadership?
A process whereby an individual influences other
group members to move toward or achieve a
common goal
Leadership
1 2
Is a process Occurs in a group
3 4 Involves movement
Involves influence
toward a goal
3-5
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Leadership Practices vs.
Management Practices
Leadership Practices
Aligning Motivating
Direction Change
People & Inspiring
Management Practices
Controlling
Planning Organizing
& Problem Predictability
& Budgeting & Staffing
Solving
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Research Findings
3-7
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Discussion Question
Think of one person you know who is an effective
leader
What actions or traits does the person
demonstrate?
What behaviors does he or she engage in?
Now do the same for an ineffective leader
3-8
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Understanding Leadership:
An Historical Perspective of Approaches
1950s to 1960s
Behavioral This is how leaders behave
1960s to 1970s
Situational Assess the situation and adjust behavior to it
1980s to 1990s
Contemporary Motivate your followers through your leadership
1990s to 2000s
Emerging Develop your followers
3-9
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
The Trait Approach:
The Great Man Theory of Leadership
People are born with traits that help develop leadership
skills
Intelligence: higher verbal, perceptual, and reasoning skills
Self-confidence: ability to be certain about competencies and skills
Determination: demonstrate the ability to get the job done
Integrity: demonstrate honesty and trustworthiness
Sociability: ability to interact in a comfortable, outgoing, pleasant
manner
Limitations
Lacks a universal list of traits
Not evident which trait is more important and how they interact
Traits and their strength change, but that doesn’t appear to reverse
leadership ability
3-10
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Mandela’s 8 Lessons of Leadership
Many would consider Nelson Mandela to have many of
the traits of a leader. How can you apply his ‘8 Lessons
of Leadership’ to sales management?
1. Courage is not the absence of 5. Keep our friends close – and
fear – it’s inspiring others to your rivals even closer
move beyond it
6. Appearances matter – and
2. Lead from the front – but don’t remember to smile
leave your base behind
7. Nothing is black or white
3. Lead from the back – and let
others believe they are in front 8. Quitting is leading too
For more see “The Secrets of Leadership,” by Richard Stengel, Time, July 21,2008, 172(3), 41-48.
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
The Behavioral Approach:
This is How a Leader Behaves
1. Consideration behaviors and initiating structure
Maintaining good social interactions and relationships with a group’s
members and building respect and trust within a group
2. Employee-centered vs. production-centered
More productive leaders were more employee-centered
3. The Leadership Grid®
Concern for people, concern for production
4. Application
Leaders should engage in behavior addressing both social needs of
individuals and task accomplishment
Demonstrating more consideration should result in more group
satisfaction
5. Limitations
No theory found one best way to lead; leadership depends upon the
characteristics of the situation, not just the person doing the leading.
No empirical evidence linking leadership styles and effectiveness
3-12
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
3-13
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Contemporary Perspectives: Motivate
Your Followers Through Leadership
1 Leader-member exchange 2 Transformational leadership
(LMX) theory theory
Unique relationship between Leader is determined and has
a leader and each group charisma to inspire, change, or
member (dyad) otherwise transform followers
In-group and out-group Stimulate followers
Out-group more formal, less intellectually, encourage them,
satisfied and productive support development
Give personal attention and
Led to leadership-making make each feel valued and
concept important
Every leader should work to Followers trust, respect, and
have as many in-group want to emulate leaders
relationships as possible and Positively correlates with job
few or no out-group satisfaction and better
relationships performance
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Emerging Concepts:
Develop Your Followers
1 Steven Covey Seven Habits of Highly Effective
People: Principle-centered leadership model
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win-win
5. Seek first to understand, then to be understood
6. Synergize
7. Sharpen the saw
8. Find your voice and inspire others to find theirs
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
3-20
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Emerging Concepts:
Develop Your Followers
2 Robert Greenleaf: Servant leadership model
Leaders should serve their followers, set an example
Emphasizes collaboration, empathy, and ethical use of
power
Listening, empathy, healing, awareness, persuasion,
stewardship, commitment to growth of people, building
community
Starbucks, Men’s Wearhouse, ServiceMaster, Southwest Airlines
mission statements
College / University service learning projects
3-21
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Ethics in Sales Management:
Ethical Leadership at Ken Vance Motors
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Emerging Concepts:
Develop Your Followers
3 Jim Collins: Level 5 leadership model
Leaders of great companies
Modest and willful
Humble and fearless
Set up their successors for greater success
Diligent
Individual’s level of skills builds successively on skills
and abilities of previous levels
Hierarchy describes skills and abilities individuals
should possess as they move into more skilled and
esteemed Level 5 leadership positions
Combines concepts from earlier leadership research
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Leadership Challenges
for the Sales Executive
Keeping Avoiding
Good Employees Ethical Mistakes
Executing Maintaining
Virtual Leadership Motivated Sales Teams
Diversifying Integrating
the Sales Force Technology
3-24
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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