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.     

Attitudes,Tracing, and Control

There is an apparent tension in our everyday moral responsibility practices. On the one hand, it is commonly assumed that moral responsibility requires voluntary control: an agent can be morally responsible only for those things that fall within the scope of her voluntary control. On the other hand, we regularly praise and blame individuals for mental states and conditions that appear to fall outside the scope of their voluntary control, such as desires, emotions, beliefs, and other attitudes. In order to resolve this apparent tension, many philosophers appeal to a tracing principle to argue that agents are morally responsible (only) for those attitudes whose existence can be traced back, causally, to a voluntary action or omission in the past. My aim in this article is to critically evaluate this tracing strategy and to argue that it gives us a misguided picture of when and why we are morally responsible for our attitudes. I argue that we should accept a ‘judgment sensitivity’ condition of moral responsibility rather than a ‘voluntary control’ condition, and defend this account against various objections.     

Inverting the modality effect in serial recall

Differences in recall ability between immediate serial recall of auditorily and visually presented verbal material have traditionally been considered restricted to the end of to-be-recalled lists, the recency section of the serial position curve (e.g., Crowder & Morton, 1969). Later studies showed that--under certain circumstances--differences in recall between the two modalities can be observed across the whole of the list (Frankish, 1985). However in all these studies the advantage observed is for recall of material presented in the auditorily modality. Six separate conditions across four experiments demonstrate that a visual advantage can be obtained with serial recall if participants are required to recall the list in two distinct sections using serial recall. Judged on a list-wide basis, the visual advantage is of equivalent size to the auditory advantage of the classical modality effect. The results demonstrate that differences in representation of auditory and visual verbal material in short-term memory persist beyond lexical and phonological categorization and are problematic for current theories of the modality effect.