Sales Operation Management - Module 9: Directing Salesforce Leadership

These flashcards cover the key concepts of leadership styles, power types, and management roles in a sales organization based on the Module 9 lecture notes.

Leadership

Involves guiding a group towards a shared vision and inspiring individuals to achieve goals through strong communication and decision-making.

Boss vs. Leader

Bosses command, direct, use authority, and instill fear, whereas leaders coach, guide, use influence, and motivate.

Sales Manager vs. Sales Leader

Sales managers oversee performance and focus on tasks using authority, while sales leaders inspire people and focus on developing teams through influence.

Senior Sales Leaders (Leadership Role)

Influencing the entire sales division by creating a Vision, Values, Culture, Direction, Alignment, and Change and by energizing action.

Field Sales Managers (Leadership Role)

Influencing assigned salespeople by creating a climate that inspires salespeople.

Salespeople (Leadership Role)

Influencing customers, sales team members, others in the company, and channel partners.

Autocratic Leader (Authoritarian)

A style characterized by centralized decision-making and strong control, where the leader makes unilateral decisions independently.

Participative Leader (Democratic)

A style where leaders encourage and include team members in decision-making processes, emphasizing teamwork and shared accountability.

Transactional Leader (Managerial)

A style that motivates followers through rewards and punishments, focusing on structured tasks, supervision, and maintaining the status quo.

Transformational Leader (Visionary)

A style that inspires followers to achieve extraordinary outcomes and personal growth by fostering a shared vision and innovation.

Delegative Leader (Laissez-faire)

A style providing team members with autonomy and the freedom to make decisions and take responsibility for their work without micromanaging.

Servant Leader

A philosophy where leaders prioritize the needs, growth, and well-being of those they serve rather than their own personal gain.

Expert Power

Based on the belief that a person has valuable knowledge or skills in a given area.

Referent Power

Based on the attractiveness of one party to another, arising from friendship, role modeling, or perceived similarity.

Legitimate Power

Associated with the right to be a leader, usually as a result of designated organizational roles.

Reward Power

Stems from the ability of one party to reward the other party for a designated action, such as recommending promotions.

Coercive Power

Based on a belief that one party can remove rewards and provide punishment to affect behavior.

Situational Leadership

A model developed by Paul Hersey and Ken Blanchard in the 1960s based on the idea that leaders should adapt their style to the situation.

Delegation

The art of assigning tasks, duties, and some decision-making authority to other team members to empower them.

Sales Performance Dimensions

A sales leader can influence performance in two areas: the skill set (what they can do) and motivation (how repeatedly or passionately they do it).