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.     

Not all forms of misbehavior are created equal: Differential personality facet–counterproductive work behavior relations

We examined whether four personality traits—trait aggression, trait industriousness, trait deceptiveness, and trait self-control—were differentially related to 11 narrow-bandwidth CWB facets: (a) property destruction, (b) inappropriate verbal actions, (c) inappropriate physical actions, (d) poor attendance, (e) poor quality work, (f) unsafe behavior, (g) theft and related behavior, (h) misuse of information, (i) misuse of time and resources, (j) alcohol use, and (k) drug use. Based on responses from 404 employed participants recruited using Mechanical Turk, we found that each narrow-bandwidth personality trait often yielded stronger relationships with overall CWB than with narrow-bandwidth CWB facets.