We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byAnne Husbands
Modified about 1 year ago
© Cranfield University 2008 Karen Boehnke Peesker and Javier Marcos-Cuevas Cranfield School of Management GSSI 2014 Conference Exploring Leadership Styles and Salesperson Performance: A Review and Framework
© Cranfield University 2008 Broad Managerial problem: Providing sales force leadership has been recognized as one of the most crucial issues for future sales force and organizational success (Ingram et al. 2002, 2005), along with the importance of understanding sales performance (Verbeke et al. 2011). Primary Research Question: How do leadership styles and behaviours impact salesperson performance? Methods: Using the Systematic Literature Review process 341 studies were initially identified, with a final selection of 56 papers used in the review Review Question Leadership Styles and Behaviours Sales Performance
© Cranfield University 2008 Key Findings I CONTEXT is key to understanding the link between sales leadership and sales performance Transformational leadership measures were associated with higher levels of sales performance in specific sales contexts (i.e. services vs. retail, Arnold et al. 2009). Transactional measures of leadership were positively related to sales performance. Trust and customer orientation were found to moderate the impact of specific leadership styles on salesperson performance. Contextual factors, such as the complexity of product/service, customer, channel and territory have a bearing on the impact of leadership styles on salesperson performance.
© Cranfield University 2008 Key Findings II It is important to capture the FOLLOWERSHIP element to understand the perception of the salesperson, and the relationship between the sales leader and salesperson. Sales people engage in self-leadership activities to develop and expand relationships with customers and business partners (Ingram et al. 2005), increasing the importance of understanding the leader/follower relationship. Congruence between perceived and desired leadership behaviours impacts salespersons effort. A leader may believe they are providing leadership behaviours, however unless the behaviour is desired or provided in a desired amount it may be difficult to achieve sales performance (Decarlo et al. 1999). Increases in the level of identification congruence between sales managers and their salespeople yield positive incremental effects on sales performance and customer satisfaction. (Ahearne et al. 2012). Why? Perhaps the salesperson’s perception of authenticity of the leader and/or interpersonal identification with the leader and the resulting relationship triggers trust in sales leader and generates a willingness to work harder.
© Cranfield University 2008 Key Findings III The existing conceptualization of sales leadership and sales performance focuses primarily on the transformational and transactional leadership models (i.e. styles), but fails to identify if a specific set of leadership behaviours in the sales environment and how these impact salesperson’s performance. There is an opportunity to complement the existing quantitative research (91%) with the use of qualitative methods to extend our understanding of the complex interaction between leadership styles, sales person’s perceptions and performance. Empirical studies fail to outline how to use leadership behaviours to improve sales performance within the current challenges of selling in the new digital environment.
© Cranfield University 2008 Towards a Framework of Sales Leadership and Sales Performance Sales PSYCAP Coaching Stimulating Behaviour Performance Outcome Performance Mediators TeamBuilding Inspiring Recognizing Trust Customer Orientation Sales Leadership Behaviours Salesperson Performance Visioning High complexity Low complexity High complexity Low complexity Product/service Customer Channel Territory Product/service Customer Channel Territory
© Cranfield University 2008 An Example: The Stimulating Behaviour Stimulating refers to ‘Intellectual Stimulation’, a behaviour used by leaders to encourage new ways of looking at problems (Bass, 1997) This behaviour encourages salespeople to brainstorm and generate new ideas and solutions for customers When salespeople act upon the stimuli received and strive to innovate with customers, a positive response from the customer may improve their PsyCap (confidence, optimism) In the event of customer rejection, it may trigger resilience and willingness to come back and to provide the right solution The result of this behaviour may be improved sales performance when the sales environment requires salespeople to bring new ideas and approaches to customers In turn, this behaviour may influence the salesperson to become more customer oriented This relationship is far from simple. MacKenzie et al.(2001) found the intellectually stimulation behaviour could result in decreased trust in the manager if the sales person experiences role ambiguity and confusion.
© Cranfield University 2008 Conclusions and Next Steps There is some evidence, that the practice of transformational leadership behaviours positively impacts sales performance however the results were mixed. The impact of leadership styles on sales person’s performance may be context dependent. Sales leadership research needs to evolve to better understand the relationship between the follower and the leader and to unpack the generative mechanisms that moderate the relationship between sales leadership behaviours and sales performance. Conclusions Future Research Directions Research Execution: Interview Sales Leaders and Salespeople Potentially measure leadership behaviours with LBI Model Measure sales performance using output performance measures (e.g. percentage of achievement against sales targets), and some behavioural measures.
Module 8: Monitoring, evaluation and learning – for increased impact and improvement of the IEA process.
Action Learning - A Powerful New Tool for Developing Leaders, Solving Problems, Building Teams and Transforming Organizations Dr. Michael J. Marquardt.
Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM.
Prepared and Presented By Sally Al-Gazzar September 2013.
Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look.
Dr. John Dzimba Best Practices in Training and Development.
Competency Approach to Human Resource Management.
E-Marketing Trine & Maiken Chapter 8, p
Operating your collaboration Why would you use it?How does it work? Operating a collaboration, collaborative governance or federation is challenging. Schools.
Measuring innovation TRAINING WORKSHOP ON SCIENCE, TECHNOLOGY AND INNOVATION INDICATORS Cairo, Egypt September 2009.
Implementation processes and internal marketing: Making it happen Lecture 11.
HR Transformation: Progress Made But the Journey Continues Neil Reichenberg IPMA-HR Executive Director.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
Ali Jarvis 8 th November 2012 Fostering Understanding, Reducing Prejudice - Case study research findings.
ORGANIZATIONAL DEVELOPMENT Books to be Read: 1.Organization Development – French & Bell 2.Organization Development – V. G. Kondalkar 3.Organization Development.
Objective Performance Appraisal has two objectives To help those appraised develop and improve their performance in future To help the organization evaluate.
DMEM Centre for Strategic Manufacturing Team Performance Measurement Jill MacBryde & Kepa Mendibil Centre for Strategic Manufacturing University of Strathclyde,
Introduction to Organisation Development. Introduction Organizations develop over a period as they can not stand still even if they seek to maintain status.
VIC- virtual incubator for the creative industries Why develop a virtual incubator for the creative industries…
Introduction to CDIO: Key Features & Components Dennis Sale Senior Education Advisor Singapore Polytechnic.
Multiple Intelligences and other individual variations “I believe that education … is a process of living and not a preparation for future living.” -
Developing and Using Institutional Plans. Christopher D. Lambert Associate Director of Commission Relations ACCSCT.
Beyond Bureaucracy Beyond Bureaucracy! Developing High-Performing Pre- Referral Intervention Teams.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
Culture Capacity Leadership Capacity Individual & Team Capacity Leadership Capacity & Stakeholder Commitment Individual & Team Capacity Change Architecture.
System Implementation Success Factors; It’s not just the Technology by Paula J. Vaughan University of Colorado at Boulder.
Within- and Between-group Agreement in Supervisors Evaluative Behaviours: Do evaluative styles exist? Jan Noeverman Erasmus School of Economics Department.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Chapter 3 E-Strategy.
© 2016 SlidePlayer.com Inc. All rights reserved.