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The dual influence of sales and functional leadership on cross-functional selling team performance

The dual influence of sales and functional leadership on cross-functional selling team performance. Ullli Veyhl Assoc. Prof. John Wilkinson Prof. Arndt Borgmeier. The dual influence of leadership on selling team performance. Ullli Veyhl Assoc. Prof. John Wilkinson Prof. Arndt Borgmeier.

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The dual influence of sales and functional leadership on cross-functional selling team performance

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  1. The dual influence of sales and functional leadership on cross-functional selling team performance Ullli Veyhl Assoc. Prof. John Wilkinson Prof. Arndt Borgmeier

  2. The dual influence of leadership on selling team performance Ullli Veyhl Assoc. Prof. John Wilkinson Prof. Arndt Borgmeier

  3. Cross-functional selling teams (CFST) • 75% of companies use SELLING TEAMS(Cummings (2007) • Only 13% of SELLING TEAMS work HIGHLY EFFECTIVELY (Marchetti and Brewer, 1997) (Research by Mercer management consulting on 179 teams of fortune 1000 companies) 3

  4. Cross-functional teams • Members from different functions Business Business Adapted from (Arnett and Badrinarayanan, 2005) 4

  5. Dual leadership situation • Part-time membership CFST leader Functional manager A Dual Leadership A Functional manager B B Functional manager C C Cross-functional selling team 5

  6. Dual leadership framework

  7. PROBLEMS with PART-TIME Cross-functional teams • Fulfilling the expectations of two managers and departments (Ford and Randolph, 1992) (Webber, 2002) • “… most of the disadvantages spring from the creation of dual or multiple authority and influence.” (Ford and Randolph, 1992, p. 272 -273) 7

  8. Research proposition • Given these key questions…. • “How should … [cross-functional selling] teams be managed?”(Weitz and Bradford, 1999, p. 248) • Sales managers’ leadership activities have a big influence on the performance of selling teams (Rajagopal and Rajagopal, 2008) • How are cross-functional selling team (CFST) members’ selling-related attributes influenced by the dual nature of leadership from their CFST leader and their functional manager? 8

  9. Conceptual basis • Part-time membership Functional manager A Dual Leadership A Expectancy theory Leader-member exchange theory B C Cross-functional selling team 9

  10. Conceptual basis • Part-time membership CFST leader Functional manager A Dual Leadership A Leadership theory B C Cross-functional selling team 10

  11. Selling framework

  12. Dual leadership and Performance of Cross-Functional Selling Teams

  13. Research method CFST leader • Mixed methods • Qualitative phase • Semi structured in depth interviews • Input to assist in scale development • Sample: European & Australian firms • Confirm scales with academics • Quantitative phase • Pilot study • Self-administered surveys • Sample: Australian & European firms Manufacturing & Service firms Functional manager A A Functional manager B B C D 13

  14. Contribution • Academic • Study will illustrate application of following theories in dual leadership situation • Leadership theories including leadership styles • Leader-member-exchange theory • Expectancy theory • Management • Enhance management understanding of: • Influence of dual leadership on team performance • Better adjustment of leadership and management training 14

  15. Questions to the audience • Qualitative data analysis with Nvivo? • Quantitative phase with only CFST members? • How to measure collaboration? 15

  16. (Tjosvold and Tjosvold, 1995) Willy Brand Germany’s former chancellor 16

  17. Comments or questions?

  18. References Anderson, R. E. & Dubinsky, A. J. 1999. Sales Managers: Marketing's Best Example of the Peter Principle? Business Horizons, 42, 19. Arnett, D. B. & Badrinarayanan, V. 2005. Enhancing customer needs driven CRM strategies: core selling teams, knowledge management competence, and relationship marketing competence. Journal of Personal Selling & Sales Management, 25, 329-343. Barker, A. T. 1997. Determinants of salesforce effectiveness: perceptions of field managers versus senior sales executives. Marketing Intelligence and Planning, 15, 258-264. Blanchard, K. H. 1985. A situational approach to managing people Situational leadership 2. Bartol, K. M. & Martin, D. C. 1991. Management, New York, McGraw-Hill. Chonko, L. B., Howell, R. D. & Bellenger, D. N. 1986. Congruence in Sales Force Evaluations: Relation to Sales Force Perceptions of Conflict and Ambiguity. Journal of Personal Selling & Sales Management, 6, 35. Colletti, J., Fiss, M. 2006. The ultimately accountable job: Leading today's sales organization. Harvard Business Review, 125-131. Cummings, B. 2007. Group Dynamics. Sales & Marketing Management, 159, 8-8. Dalrymple, D. J. & Cron, W. L. 1998. Sales management, New York, Wiley. Slide 19

  19. References Dixon, A. L., Gassenheimer, J. B. & Barr, T. F. 2003. IDENTIFYING THE LONE WOLF: A TEAM PERSPECTIVE. Journal of Personal Selling & Sales Management, 23, 205-219. Ford, R. C. & Randolph, W. A. 1992. Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management. Journal of Management, 18, 267. Grossman, S. H. & Cotton, R. D. 2004. Roche group's sales organization models long-term sales force effectiveness. Journal of Organizational Excellence, 24, 39-45. Ingram, T. N., Laforge R. W., Locander, W. B., Mackenzie, S. B. & Podsakoff, P. M. 2005a. New directions in sales leadership research Management. Journal of Personal Selling and Sales Management, 25, 137-154. Jolson, M. A., Dubinsky, A. J., Yammarino, F. J. & Comer, L. B. 1993. Transforming the salesforce with leadership. Sloan Management Review, 34, 95. Lewin, K., Lippitt, R. & White, R. K. 1939. Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271-301. Mackay, H. 2000. Toward a definition of leadership. . Financial Services Advisor, 143, 35. Marchetti, M. & Brewer, G. 1997. Why teams fail. Sales & Marketing Management, 149, 91. Martin, C., A. & Bush, A. J. 2003. The potential influence of organizational and personal variables on customer-oriented selling. Journal of Business & Industrial Marketing, 18, 18. Slide 20

  20. References Mcgrath, J. E. 1964. Social psychology: a brief introduction, New York, Holt, Rinehart and Winston. Northouse, P. G. 2004. Leadership: Theory and practice, Thousand Oaks, CA, Sage. Rajagopal & Rajagopal, A. 2008. Team performance and control process in sales organizations. Team Performance Management, 14, 70 – 85. Singh, J., Goolsby, J. R. & Rhoads, G. K. 1994. Behavioral and Psychological Consequences of Boundary Spanning Burnout for Customer Service Representatives. Journal of Marketing Research, 31, 558-569. Tjosvold, D. & Tjosvold, M. M. 1995. Psychology for leaders: using motivation, conflict, and power to manage more effectively, New York, John Wiley&sons, Inc. Tannenbaum, R. & Schmidt, W. H. 1973. How to choose a leadership pattern: Should a manager be democratic or autocratic- or something in between? Harvard Business Review, May/June, 162-179. Webber, S. S. 2002. Leadership and trust facilitating cross-functional team success. Journal of Management Development, 21, 13. Weitz, B. A. & Bradford, K. D. 1999. Personal Selling and Sales Management: A Relationship Marketing Perspective. Journal of the Academy of Marketing Science, 27, 241-254. Slide 21

  21. References Wilkinson, J. W. 2007. Effects of sales management leadership support on business-to-business salesperson performance. Doctor of Philosophy, University of South Australia. Wilkinson, J. W. 2009. Toward a comprehensive framework of sales management within business-to-business marketing organisations. Marketing Review, 9, 79-95. Yammarino, F. J. 1997. Models of leadership for sales management. Journal of Personal Selling & Sales Management, 17, 43-56. Slide 22

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