Deck 6: Sales Leadership, Management, and Supervision

Question 1

Which of the following statements regarding sales leadership is false?

A) Typical senior sales leadership titles are chief sales executive, national sales manager or regional sales manager.
B) Senior sales leadership influences the entire sales organization or a large subunit.
C) Sales leadership is the day-to-day control of the salesforce under routine operating conditions.
D) Sales leadership involves activities that influence others to achieve common goals for the collective good of the sales organization and the company.
E) For field sales managers, leadership involves influencing assigned salespeople by creating a climate that inspires salespeople.

Answer 1

C

Question 2

Which of the following statements regarding sales supervision is true?

A) Typical senior sales supervisor titles are chief sales executive, national sales manager or regional sales manager.
B) Sales supervisors influence the entire sales organization or a large subunit.
C) Sales supervision involves working with subordinates on a day-to-day basis.
D) Sales supervision involves activities that influence others to achieve common goals for the collective good of the sales organization and the company.
E) For field sales managers, supervision involves influencing assigned salespeople by creating a climate that inspires salespeople.

Answer 2

C

Question 3

This approach to leadership seeks to catalog behaviors associated with effective leadership:

A) behavior approach.
B) attribute theory.
C) contingency approach.
D) state of nature approach.
E) trait approach.

Answer 3

A

Question 4

Researchers have tried to determine the personality characteristics an effective leader should have by using this method:

A) behavior approach.
B) properties method.
C) contingency approach.
D) attribute theory.
E) trait approach.

Question 5

This approach to leadership considers situational factors such as the firm's marketing orientation in determining which leadership methods would be appropriate:

A) behavior approach.
B) attribute theory.
C) contingency approach.
D) state of nature approach.
E) trait approach.

Question 6

A __________________ is characterized as a contingent reward on contingent punishment orientation.

A) transactional leadership style
B) transformational leadership style
C) leader-member exchange leadership style
D) supervisory leadership style

Question 7

A __________________ is represented by an orientation toward inspiring subordinates to engage in desired behavior and perform at high levels.

A) transactional leadership style
B) transformational leadership style
C) leader-member exchange leadership style
D) supervisory leadership style

Question 8

Which of the following is not a specific aspect of a transformational leadership style?

A) Articulates a vision.
B) Provides an appropriate model.
C) Fosters the acceptance of group goals.
D) Is dictatorial.
E) Provides intellectual stimulation.

Question 9

By using servant leadership, leaders can improve the positive outcomes of transformational leadership by incrementally increasing

A) salesperson job satisfaction.
B) sales performance.
C) extra-role behaviors toward coworkers and customers
D) attitudes toward helping communities and society.
E) all of the above.

Question 10

The __________ model proposes that sales managers interact uniquely with individual salespeople rather than employing a specific leadership style for different situations.

A) leader-member exchange
B) transformational leadership
C) behavioral self-management
D) theory X
E) trait

Question 11

A positive LMX relationship between sales manager and salespeople can

A) influence salespeople's commitment to providing superior customer value.
B) increase their workgroup socialization.
C) decrease salespeople's ethical ambiguity.
D) diminish salespeople's intent to behave unethically.
E) do all of the above.

Question 12

Studies have shown that reciprocal trust between sales managers and salespeople has a positive effect on the salesperson-sales manager relationship. The research indicates positive relationships between trust and all of the following except

A) job satisfaction.
B) role conflict.
C) satisfaction with the manager.
D) a willingness to change.
E) goal commitment.

Question 13

When other salespeople believe that a sales manager has valuable knowledge or skills in a given area, the sales manager is able to use

A) expert power.
B) referent power.
C) legitimate power.
D) reward power.
E) coercive power.

Question 14

If a salesperson made this statement regarding his sales manager, "I like him personally and regard him as a friend," the manager is likely exercising what type of power?

A) Expert power
B) Referent power
C) Legitimate power
D) Reward power
E) Coercive power

Question 15

__________ is associated with the right to be a leader, usually as a result of designated organizational roles.

A) Expert power
B) Referent power
C) Legitimate power
D) Reward power
E) Coercive power

Question 16

If a salesperson made this statement regarding his/her sales manager, "He is in a good position to recommend promotions or permit special privileges for me," the manager is probably using what type of power?

A) Expert power
B) Referent power
C) Legitimate power
D) Reward power
E) Coercive power

Question 17

__________ is based on the belief that one party can remove rewards and provide punishment to affect behavior.

A) Expert power
B) Referent power
C) Legitimate power
D) Reward power
E) Coercive power

Question 18

Which of the following statements regarding the power held by an individual in an interpersonal relationship is false?

A) The possession and use of power will have a major impact on the quality of leadership achieved by a sales manager.
B) The power held by an individual in an interpersonal relationship can be one or more of five types.
C) An individual's objective assessment of where the power lies will determine the effects of power in that interpersonal relationship.
D) Sales managers who wish to become effective leaders should develop referent and expert power bases.
E) Coercive power is based on a belief that one party can remove rewards and provide punishment to affect behavior.

Question 19

In their dealings with salespeople, sales managers have been criticized for placing too much emphasis on

A) reward and coercive power.
B) legitimate and reward power.
C) coercive and referent power.
D) expert and referent power.
E) referent and coercive power.

Question 20

These types of power bases have been found to be positively related to salespeople's satisfaction with their sales manager:

A) reward and coercive power.
B) legitimate and reward power.
C) coercive and referent power.
D) expert and referent power.
E) referent and coercive power.

Question 21

Which of the following is not a suggestion offered to sales managers for developing their power bases?

A) Learn what invigorates other people and adapt how you work with them to influence that energy.
B) Develop strong relationships with important people in your organization.
C) Demonstrate empathy towards others.
D) Exhibit energy and enthusiasm.
E) Become friends with powerful people.

Question 22

Which of the following is not a suggestion offered to sales managers for developing their power bases?

A) Listen to your sales team's wants, needs, and dreams.
B) Align the sales team with the firm's corporate culture.
C) Meet key customers and industry leaders.
D) Use sales contests to motivate salespeople.
E) Make appearances at image-enhancing events.

Question 23

Sales managers may use different influence strategies according to the situational demands. Influence strategies may be based on all of the following except

A) relationships.
B) domination.
C) persuasion.
D) threats.
E) promises.

Question 24

"If you do not call on your accounts at least once a week, you will lose your job," is an example of which influence strategy?

A) relationships
B) domination
C) persuasion
D) threats.
E) promises

Question 25

According to the text, sales managers can use reward power as a basis for developing influence strategies based on

A) relationships.
B) domination.
C) persuasion.
D) threats.
E) promises.

Question 26

This type of influence strategy works by first changing the attitudes and intentions of the target of influence, with the expectation that a subsequent change in behavior will follow:

A) relationships.
B) domination.
C) persuasion.
D) threats.
E) promises.

Question 27

The expert and referent power bases are extremely critical in the use of this type of influence strategy:

A) relationships.
B) domination.
C) persuasion.
D) threats.
E) promises.

Question 28

The two types of relationships that can affect influence processes are based on which two power bases?

A) Referent and legitimate
B) Legitimate and reward
C) Coercive and referent
D) Expert and referent
E) Referent and coercive

Question 29

This type of influence strategy is the only one that does not involve direct communication with the target of influence:

A) threats.
B) persuasion.
C) manipulation.
D) domination.
E) relationships.

Question 30

With this type of influence strategy, circumstances are controlled to influence behavior.

A) threats
B) persuasion
C) manipulation
D) domination
E) relationships

Question 31

This influence strategy might involve "office politics" and the use of third parties to influence others.

A) threats
B) persuasion
C) manipulation
D) domination
E) relationships

Question 32

According to the text, research suggests that more frequent and informal communication between a sales manager and salespeople is likely to result in better _______________ and greater ____________________.

A) organizational commitment, job satisfaction
B) customer satisfaction, job performance
C) job performance, organizational commitment
D) job performance, job satisfaction
E) job performance, job commitment

Question 33

Which of the following is not a tip provided in the text for being a more effective communicator?

A) Be an attentive listener.
B) Be consistent in your tone across your communications.
C) Take a helpful approach when communicating by asking the receiver how you can help him or her.
D) Be authentic in your communication
E) Only communicate with one individual at a time.

Question 34

____________ coaching focuses on understanding the customer, their business challenges and goals, your company's value proposition, the customer's buying center members and planned sales call objectives.

A) Lead and opportunity
B) Funnel or pipeline
C) Skills and behaviors
D) Account
E) Territory

Question 35

____________ coaching focuses on aligning the sales conversation with the customer's path, uncovering customer needs, communicating and demonstrating value to the customer, and sales call skills such as rapport building, communication, use of visuals, closing, etc.

A) Lead and opportunity
B) Funnel or pipeline
C) Skills and behaviors
D) Account
E) Territory

Question 36

____________ coaching focuses on identifying appropriate industries, verticals and customer segments, identifying important buyer roles within these, and planning how to improve and evaluate presence in these industries, verticals and segments.

A) Lead and opportunity
B) Funnel or pipeline
C) Skills and behaviors
D) Account
E) Territory

Question 37

Which of the following statements regarding a sales manager's use of coaching is false?

A) Coaching can occur during short meetings of the entire sales team.
B) Coaching sessions may take place in the office or during the sales manager's field visits with salespeople.
C) The essence of coaching is providing guidance and feedback as soon as possible after an appropriate event.
D) The boundary role demands of sales jobs makes coaching the salesforce a significant management activity.
E) Coaching is most effective during scheduled team meetings with salespeople.

Question 38

The principle of recency suggests that

A) as soon as possible after a sales training meeting, the sales manager should attempt to visit with each salesperson individually to reinforce what he/she has learned.
B) by focusing on information related to the most recent sales call the salesperson has made, a self-evaluation of his/her performance can result in improved future performance.
C) if a salesperson can draw on the enthusiasm generated by a recent successful sales call, he/she will be more effective.
D) learning is facilitated when the salesperson is asked to apply a coaching suggestion soon after receiving it.
E) sales managers should make a practice of holding coaching sessions after each sales call to help reinforce the suggestions given.

Question 39

In coaching the salesforce, the sales manager may use all of the following learning tools or concepts except

A) outcome feedback.
B) principle of recency.
C) absorption training.
D) repetition.
E) cognitive feedback.

Question 40

The concept of repetition suggests that

A) as soon as possible after a sales training meeting, the sales manager should attempt to visit with each salesperson individually to reinforce what he/she has learned.
B) by focusing on information related to the most recent sales call the salesperson has made, a self-evaluation of his/her performance can result in improved future performance.
C) if a salesperson can draw on the enthusiasm generated by a recent successful sales call, he/she will be more effective.
D) learning is facilitated when the salesperson is asked to apply a coaching suggestion soon after receiving it.
E) sales managers should make a practice of holding coaching sessions after each sales call to help reinforce the suggestions given.

Question 41

When a sales manager provides the salesperson with information about whether a desired outcome was achieved, he/she is using this coaching technique:

A) outcome feedback.
B) repetition.
C) cognitive feedback.
D) sharing information.
E) referent power.

Question 42

When a sales manager provides the salesperson with information on how and why, the desired outcome is achieved, he/she is using this coaching technique:

A) outcome feedback.
B) repetition.
C) cognitive feedback.
D) sharing information.
E) referent power.

Question 43

All of the following are suggestions for coaching except

A) Take a "we" approach instead of a "you" approach.
B) Provide salespeople with "how to" advice.
C) Ask questions to maximize the salesperson's active involvement in the coaching process.
D) Whenever possible, replace formal training with coaching.
E) Recognize differences in salespeople and coach accordingly.

Question 44

Which of the following is not one of the coaching suggestions mentioned in our textbook?

A) Take a "we" approach instead of a "you" approach.
B) Address only one or two problems at a time.
C) Provide how-to advice.
D) Use coaching in place of formal training.
E) Recognize differences in salespeople and coach accordingly.

Question 45

The ultimate success of sales meetings depends on the planning and execution of activities such as

A) communicating with all parties before the meeting.
B) checking site arrangements.
C) preparing materials for the meeting.
D) arranging for audiovisual support.
E) all of the above.

Question 46

When conducting sales meetings, sales managers should do all of the following except

A) interject some humor.
B) ask questions specifically related to the task at hand.
C) always answer all questions directly.
D) encourage questions.
E) ignore off-target remarks.

Question 47

An immoral manager would most likely follow this orientation in meeting his/her organizational goals:

A) profitability within the confines of legal obedience and ethical standards.
B) profitability is not important, since the firm's purpose is to serve the public's needs.
C) profitability only, with no other goals considered.
D) profitability within the letter of the law.
E) profitability and organizational success at any price.

Question 48

Organizational strategy that promotes giving managers free rein with personal ethics applied only on an individual basis, is part of this type of ethical management:

A) immoral management.
B) incorruptible management.
C) moral management.
D) amoral management.
E) unethical management.

Question 49

Moral management would have what orientation toward the law?

A) Obedience to the letter and the spirit of the law; the law represents minimal ethical behavior.
B) Law is the ethical guide; obedience to the letter of the law.
C) The central question is, "What can be done legally?"
D) Legal standards are barriers that management must overcome to accomplish what it wants.
E) Prefer to operate within what the law mandates, if possible.

Question 50

In an effort to increase salespeople's ethical standards, Certified Professional Salespeople are asked to pledge to all of the following except:

A) to respect and protect proprietary and confidential information entrusted to them by their company.
B) to maintain honesty and integrity in their relationships with customers and prospective customers.
C) to avoid obtaining information about competitors that could assist in making sales presentations.
D) to keep abreast of all pertinent information that would assist their customers in achieving goals related to their product(s) or service(s).
E) to portray their competitors and their products and services only in a manner that is honest and truthful.

Question 51

Sales leadership involves activities that influence others to achieve common goals for the collective good of the sales organization and the company.

Question 52

Field sales managers address the broader aspects of the sales management process, while senior sales leaders are more involved in implementing the process with their assigned salespeople.

Question 53

Senior sales leadership and salespeople are normally not as involved with supervision as field sales managers.

Question 54

Sales managers primarily use control over others to achieve sales objectives.

Question 55

Sales management activities are related to the planning, implementation, and control of the sales management process.

Question 56

Sales supervision refers to working with subordinates on a day-to-day basis.

Question 57

Sales leadership refers to working with subordinates on a day-to-day basis.

Question 58

Sales supervision activities are related to the planning, implementation, and control of the sales management process.

Question 59

The firm's sales organization culture and company policies and procedures are situational contingency factors influencing sales leadership.

Question 60

Leadership style is the general orientation toward leadership activities.

Question 61

A transformational leadership style is characterized as a contingent reward or contingent punishment orientation.

Question 62

A transactional leadership style is represented by an orientation toward inspiring subordinates to engage in desired behaviors and perform at high levels.

Question 63

A transformational leadership style is represented by an orientation toward inspiring subordinates to engage in desired behaviors and perform at high levels.

Question 64

Transformational leadership focuses on the salesperson-sales manager dyad as a reciprocal influence process.

Question 65

Transactional leadership can be used to reduce the role stress of highly self-efficacious salespeople operating in demanding markets with complex customers.

Question 66

Some research indicates that effective leaders employ multiple leadership styles, depending upon the situation.

Question 67

A country's cultural values can impact the effectiveness of different leadership styles.

Question 68

A positive LMX relationship between sales manager and salespeople can influence salespeople's commitment to providing superior customer value.

Question 69

The leader-member exchange model involves self-imposed planning, behavior, evaluation, rewards, and punishment.

Question 70

Reciprocal trust between sales managers and salespeople has a positive effect on the salesperson-sales manager relationship.

Question 71

Both the sales manager and salesperson are responsible for the sales leadership activities required to develop an effective relationship.

Question 72

Expert power is associated with the right to be a leader, usually as a result of designated organizational roles.

Question 73

Reward power is based on the attractiveness of one party to another.

Question 74

Differences in perceptions regarding the nature and balance of power are frequently at the root of sales managers' problems.

Question 75

Actions based on the use of reward power are likely to create strife in the salesforce and may encourage turnover among high-performing salespeople.

Question 76

It is possible for the salesperson to have more power in a situation than does the sales manager.

Question 77

When a sales manager perceives that the salesperson has more sales knowledge and experience than he/she does, there is a strong tendency to rely on referent and expert power to gain control of the situation.

Question 78

Securing support of salespeople for sales management programs and activities is one suggestion for helping sales managers to develop power.

Question 79

Sales managers can help develop their power base by listening to their sales team's wants, needs and dreams.

Question 80

Sales managers can help develop their power base by using one-on-one meetings to motivate salespeople.