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Contents:
  1. PRACTICAL RESEARCH REPORT #19
  2. Executive Education | INSEAD
  3. Catalyst 5: Making the Leap from Sales Manager to Sales Leader
  4. WHAT IS MAKE THE LEAP?

The study of role ambiguity leads to the acceptance of two conclusions.

PRACTICAL RESEARCH REPORT #19

First of them is role ambiguity is found to be related to individual stress. Secondly, role ambiguity is reported to moderate the relationship between leaders behavior and employees job satisfaction. The studies identified the significant and negative relationship between role ambiguity and job satisfaction. Thus, leadership styles that are positive in a manner are found to lessen the influence of role ambiguity on employee performance.

There are several varieties of leaders. Thus, it is difficult to choose the specific type of leadership and mention that it will suit all the contexts. In other words, it is impossible to say that the specific type of leadership is considered as the most desirable and other do not work. The selection of the right type of leadership depends on the context, situation, and followers.

The literature suggests that there are two main categories of the initiating structure leaders which are autocratic leaders and direct leaders. Direct leadership behavior consists of various behaviors including the organization of group work structure, specification, and allocation of tasks among team members, focusing on achieving specific goals and formulating clear means of communication among the team members.

Executive Education | INSEAD

Boundary spanning function of leaders is more oriented on collecting and bringing more information for the team members who can assist them in achieving specific objectives. Thus, boundary spanning function of leaders involves collaborating with external sources outside the team that can help them to obtain necessary information. Boundary spanning mainly emphasize the leader of the team as the director rather than a facilitator. The concept behind person-focused leadership can be analyzed based on the four categories of behavior that is transformational, consideration, empowerment and motivational.

This type of leadership is defined as the type of leadership where leaders provide a direct and unambiguous approach to their followers. Since the subordinates will be provided with necessary direction, guidance, and support, they will be required to achieve expected results in exchange.

Catalyst 5: Making the Leap from Sales Manager to Sales Leader

Supportive leadership requires a strong understanding of the needs and wants of the subordinates with the aim of providing them with the necessary support. In order to prove this type of leadership effectiveness, it is important for the leaders to be formulating friendly communication with their subordinates as well as the good working environment. Participative leadership is concerned by taking into consideration the inputs and ideas of subordinates. Later, these contributions will be given specific evaluation before making the final decision. This type of leadership focuses on setting high and challenging goals for subordinates in order to ensure their continuous improvement.

Leadership styles that were identified and supported by the GLOBE project were built based on trust, integrity, and vision. According to the conclusions, charismatic and value-based leadership were accepted among all over the world. This type of leadership does not exercise strict control over their subordinates directly. Most of people in the team are supposed to be highly experienced individuals.

Thus, most of them do not need strict control and supervision. Due to the certain disadvantages provided by the leadership, team members may suffer from lack of communication, feedback for improvement and at the end, they may fail to meet the deadline for project completion. Transformational leaders are reported to work based on the balanced approach. This can be explained by the fact that they help their subordinates to solve some of the challenging issues at the same time they teach their subordinates about the ways of tackling the problems in the similar context.

Therefore, researchers believe that role of the transformational leaders can be observed regarding bringing the motivational level of their employees to the stage of self-actualization. Moreover, most common qualities that are used to describe the personality of transformational leaders include charisma, intellectual stimulation. Another name for transformational leadership is a facilitator, in other words, in this case, team members and leaders motivate each other in order to achieve high levels of performance and motivations.

Thus, it is considered as one of the most commonly adopted types of leadership where team members encourage each other by different means in order to achieve organizational goals and long-term plans. Unlike other types of leadership, this type of leadership has a high level of communication between the team members. Therefore, the case of transformational leadership was related to the increased levels of motivation, higher job satisfaction, commitment, productivity, and performance.


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In this context, the four essential components of the transformational leaders need to be reviewed. First is the individual consideration Mumford et al The second one is intellectual stimulation, which means encouraging the followers to try seeing the issue from the other side and broaden the outlook on specific matters. Third, the inspirational motivation, where the leader stresses on the particular importance of an employee in the team which helps the organization to reach the goal and successful cooperation and accomplishment of the project Chen et al.

Transactional leadership is defined as the style where the leader either rewards or punishes the employee for the task accomplished. Several studies on leadership found that when the transactional leadership is employed in the organization, the mutual trust between the leader and the task-holder develops. If there is a mistake in the work of subordinates, employees are going to be punished.

Thus, employees may perform not at their best, and they may be afraid of making a mistake. As a result, they are less likely to work on new projects and learn new skills and knowledge. In contrast, employees who perform at their best are given good motivation in terms of rewards making them more motivated to work harder.

Directive leadership refers to the style where the leader focuses on the task accomplishment and provides guidance and specifies tasks to avoid ambiguity Gottfried et al. Directive leadership style is best applicable to the hierarchical organizational structures where the there is a high probability of task ambiguity among employees. Person-focused leaders offer people to take part in making and contributing their ideas while making significant decisions. It is worth to mention that person-oriented leader is more likely to energize people for the work they accomplish.

Thus, they are more likely to be oriented to the person rather than to the task. One of the significant benefits of person-oriented leadership is that it focuses on employee-relationship management by formulating a strong relationship with customers and they make their employees make the difference in the company. Generally, according to the analysis of role theory, there are two main reasons which can be used to explain why an increase in role ambiguity results in a work-related conflict. The first widely used reason is related to the level of stress which may arise as a result of role ambiguity.

5 Types of Motivation for Salespeople - Leadership Techniques for Sales Managers

The stress can arise as a result of accomplishing undesirable tasks or working in an organizational environment which does not have any organizational policies. Moreover, an increased case of role stressors also makes it difficult to resolve role conflicts at work.

In this regard, it is important to mention some of the important theories of conflict. According to the traditional view of the conflict, it is regarded as a process which should be dealt and resolved accordingly, otherwise, it may cause different tensions among the employees which will decrease their levels of job satisfaction and commitment. Unlike traditional view, human resources view of conflict suggests that conflict is regarded as an inevitable process. Thus, it is natural for people to observe the conflict in often cases.

On top of that, according to human resource view of the conflict, it is believed that ongoing cases of conflict play an essential role in fostering competition and leads to the creation of more positive ideas. Thus, second reason proposed by role theory can be related to human resource view of conflict which mentions that conflicts are an inevitable part of the organizational environment.

WHAT IS MAKE THE LEAP?

Unclear and uncertain expectations within a certain role especially in the case of workplace lead to role ambiguity. Moreover, when job and related responsibilities of an individual are not clearly defined, it is regarded as role ambiguity Pearce et al. When it is not dealt according to taking necessary measures, it can have a negative consequence for the organizational performance of the worker Datnow, ; Arami, When the role responsibilities of the employees are clearly defined, and clear expectations are set, it can help them to achieve more positive results by meeting organizational job requirements.

Several numbers of researchers have traditionally focused on the importance of in-role behavior. Moreover, the studies have mainly focused on the type of behavior as job performance and task performance, which is essential for effective functioning of an organization. Role requirements are essential in this regard to measure the job performance. In the role, the behavior is considered as an important factor which is used to measure the job performance Avey et al. The major finding of the study was that exceptional performances of the leaders among different countries were universal.

The study of the group work by Watson can be analyzed about important levels.

Ava Butler

These levels include group level, organizational level, group process and group effectiveness. Moreover, important elements of group process such as open communication and supportiveness are found to increase group effectiveness. The conflict is regarded as one of the major obstacles which can negatively influence the productivity of the employees.

Several studies managed to discover the relationship between these two important variables; there is some investigation which discovered no relationship Watson, ; William, This can be explained by the fact that there might be the influence of other factors on job cooperation.