SM_OUTLINE_CHAPTER14

SM_OUTLINE_CHAPTER14 - CHAPTER 14 LEADING THE SALES TEAM I....

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CHAPTER 14 LEADING THE SALES TEAM I. THE NATURE OF LEADERSHIP A. Leadership – the ability to influence other people toward the attainment of objectives. B. Leaders Versus Managers 1. Management – the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources. 2. A Sales Manager – a person whose job is the management of sales resources, such as people and budgets. C. Characteristics Of The Visionary Leader II. AN INTEGRATIVE SALES MANAGER'S MODEL OF LEADERSHIP III. THE SALES MANAGER A. Personality Characteristics B. Needs And Motives C. Power is the ability to influence the behavior of others. 1. Legitimate power – the ability to influence others that comes from a formal management position in an organization and the authority granted to that position. 2. Reward power – the ability to influence others that stems from the leader's authority to bestow rewards on other people. 3. Coercive power – the ability to influence others through one's authority to punish or to recommend punishment.
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4. Expert power - the ability to influence others because of special knowledge or skill regarding tasks performed by lower-level employees. 5. Referent power – the ability to influence others because of personality characteristics that command identification, respect, and administration. 6.
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This note was uploaded on 02/01/2012 for the course MGMT 405 taught by Professor Drucker during the Fall '97 term at Radford.

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SM_OUTLINE_CHAPTER14 - CHAPTER 14 LEADING THE SALES TEAM I....

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