A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.     

Attention shifts and memory averaging

When observers are asked to localize the final position of a moving stimulus, judgements may be influenced by additional elements that are presented in the visual scene. Typically, judgements are biased toward a salient non-target element. It has been assumed that the non-target element acts as a landmark and attracts the remembered final target position. The present study investigated the effects of briefly flashed non-target elements on localization performance. Similar to landmark attraction, localization was biased toward these elements. However, an influence was only noted if the distractor was presented at the time of target disappearance or briefly thereafter. It is suggested that memory traces of distracting elements are only averaged with the final target position if they are highly activated at the time the target vanishes.