Question: what specific leader behaviors from the two leadership styles would...
What specific leader behaviors (from the two leadership styles) would you use in the following situations? Why? a. Terry is one of your best sales representatives. She has eight years of experience and has proven her abilities many times. b. Diane graduated with a marketing degree within the past year, but she has limited sales experience. c. John is a veteran employee. In recent months, however, you notice his performance stagnating.
A telling leadership style is characterized by above-average levels of task behavior and below-average levels of relationship behavior.
- Example of an appropriate use: A new salesperson is unsure of how to develop a sales presentation.
- Example of an inappropriate use: An experienced, high-performing salesperson is told how to develop a sales presentation.
The sales manager makes all the decisions here, exhibiting task behavior.
A persuading leadership style is characterized by above-average amounts of both task and relationship behavior. The sales manager makes the decision; however, the salesperson's cooperation is sought by explaining what needs to be done and then persuading the salesperson to carry out the decision.
- Example of an appropriate use: A salesperson is promoted to a key account position and is motivated to do the new job but is currently unable to carry out the job's various activities.
- Example of an inappropriate use: A new product will be introduced on the market. The salespeople are experienced at selling new products. However, at the sales meeting the manager instructs people on the procedures they should use to sell the new product and gives them an opportunity to ask questions and clarify the instructions.
A participating leadership style is characterized by above-average levels of relationship behavior and below-average levels of task behavior.
- Example of an appropriate use: A salesperson needs to do more service work in the sales territory but does not see how it will improve sales. The manager provides reasons for increased service and discusses the idea with the salesperson. The salesperson presents his viewpoint and, based on what is discussed, is allowed to continue present activities without increasing the level of service work.
- Example of an inappropriate use: Salespeople are experiencing declining sales due to the introduction of a competitor's new product. At a sales meeting, the manager asks people how to handle the problem, praises their past work, and encourages their future efforts. The manager provides little direction and has few suggestions on what should be done to improve sales.
A delegating leadership style is characterized by below-average levels of both task behavior and relationship behavior.
- Example of an appropriate use: The salesperson is a high-performing, seasoned veteran who is highly motivated to be a top performer. The sales manager lets the person do the job with little direction.
- Example of an inappropriate use: A newer salesperson asks for help in selling several customers and is unsure of the best way to routinely contact customers within the territory. The manager says, “You handle it. It is your responsibility.”
The delegating type of leadership provides little direction, low levels of personal contact, and little supportive behavior. Styles 3 and 4 are different from styles 1 and 2, in which the sales manager provides the directions and makes the decisions. As you can see, quite often the leadership style of choice is based on the salesperson.