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The importance of motivation and leadership
The importance of motivation and leadership
The relationship between leadership and motivation
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Literature Review
The literature review is based on the journal article “The effects of Coaching on salesperson’s attitudes and behaviours”. The article was selected as it highlights the importance on coaching in a salespersons performance. It states that coaching effects the turnover, employee satisfaction and commitment towards the organisation. Coaching if provided in a right manner impacts the salesperson’s intrinsic motivation, role ambiguity, affective commitment and satisfaction with supervisor. The article also emphasises that coaching is significant way in which sales managers motivate salespeople and enhance their performance.
The paper is based on the findings of Leader-member exchange theory. The theory demonstrates the exchange
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Affective commitment refers to employee’s involvement and emotional attachment with the organisation. Coaching helps to reduce the feeling of isolation and makes the employees committed to the organization. Intrinsic motivation refers to need for a sense of personal causation. It makes the employees confident about the task they are performing and helps in their empowerment. Role ambiguity means the perception one lacks information about the job and makes a person feel lost and helpless. In such cases, coaching gives the employees chance to ask clarifying questions from their supervisor and gain better understanding of their job. Coaching also makes the salesperson feel satisfied with their job and improves the relationship between employee and supervisor. Employees appreciate the supervisors who contribute to their knowledge and skill development.
Coaching has many positive effects but it is important that conditions are favourable in order for the coaching to be effective. It is not possible for the people to be coached of they are not willing for the same. Effective coaching occurs in an environment where there is trust and respect. The salesperson is more willing to learn when there is no barrier to communication and a sense of respect with the supervisor
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Good communication helps to increase the confidence of the people such that they would readily seek the help of their supervisors instead of being confused and making mistakes. Good communication will also motivate the salespeople and managers to develop new ways to increase their productivity. Also in such environment the chances of being misunderstood gets reduces. Hence, better the communication between the management and the employees the greater is the effect of coaching.
Thirdly, it is argued that the sales person with more years of formal education have independent thoughts and actions. More years of formal education endows richer knowledge structures on which to independently build further skills and aptitudes. They possess alternate resources to boost their productivity and this makes them doubtful of the efficacy of the skills provided during formal coaching sessions.
Fourthly, it is notices that the salesperson believe that it is easier to sell goods of superior quality than of inferior quality. The sales people who believe their products are inferior than that of competitors have strong desire to seek methods and knowledge that will help them in acquisition of customers. Hence, they will be favourable to receive coaching and would like to learn more about the
TQL can put a single sales supervisor into place and divide teams and appoint team leaders immediately. Due to the lack of managerial experience among the account executives the Executive Sales Managers may wish to hold the sales supervisor position until a manager can be placed and properly trained. During this time, non-montary methods of rewards should be discussed for the team leaders duties. TQL should start low and move up with rewards based on performance as a team leader. Some may currently act as an unofficial team leader and may not expect significant reimbursement and TQL should take advantage of these persons.
As the salespeople’s immediate supervisor, it is the primary responsibility of the manager to provide proper training to enhance the salespersons’ effectiveness and improve their skills. Given the importance of having a productive and enthusiastic sales team, the manager needs to develop and manage effective reward and compensation packages to ensure a highly motivated and satisfied sales force. Sales managers also ensure that the company 's standards of professionalism, image, and branding are consistent with the sales team’s interaction with company customers. The manager 's presence also makes customers feel valued as well as provide credibility on behalf of the company (Pilling, Donthu, & Henson,
Motivation is a critical role of management mainly because a manager’s job is to get work done through other people. Therefore a manager needs to understand that each employee has different vales and beliefs and as such different things will motivate them. That being said there are certain aspects of the job that a manager can improve to increase employee satisfaction and commitment, which are linked to the level of which an employee is motivated to work. The purpose of this paper is
The goals include training on leadership. The objective is for management to gain the proper skills to effectively lead teams, resolve conflicts, and better their management abilities. The training will address employee turnovers to low wages, effective communication strategies, and effective leadership. Management will become more strategic in selecting the right candidates to fill positions. The knowledge and skills attained will be that managers will become better leaders by becoming more empathetic. Employees will begin to feel appreciated and become more motivated. As a result, the company’s morale will be boosted and there will be less consumer complaints about bad customer service.
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
The Leader-Member Exchange Theory, or LMX, is a two-way relationship between management/supervisors and their employees/subordinates. The theory assumes that leaders use different management styles, leadership styles, and behaviors with each individual subordinate or group of subordinates. The exchange between supervisors and subordinates will be inconsistent between each individual member of the group. A supervisor may be very kind and supportive to one employee/group and be very critical and unresponsive to another employee/group. Due to this type of interaction, the LMX theory suggests that leaders classify subordinates into two groups, the in-group members and the out-group members (Gibson, Ivancevich, Donnelly, & Konopaske, 2012, p. 334).
The Leader-Member Exchange (LMX) Theory is unique as it was not leader focused, nor was it follower focused. This theory a different approach, as Northouse (2013) stated, the "Leader–member exchange (LMX) theory takes still another approach and conceptualizes leadership as a process that is centered on the interactions between leaders and followers." (p. 161). The theory acknowledges that a leader may will have different relationships with each follower and that it may effect how the leader supports, rewards and interacts with that person. The followers are considered in the 'in-group ' or in the 'out-group ', which is determined by their perspective at work and how they perform, which modifies the kind
Topping, P. A (2002). Coaching: Motivating associates. In Managerial Leadership (pp. 98-103). New York: McGraw-Hill.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Van Genderen (2014) expands on two basic concepts of managerial communication and distinguishes coaching and consulting from one another. The text continues about the coaching method and how it draws out employee talents, educates them, and develops new skills and eliminates deficiencies, all while consulting capitalizes on the guidance of preexisting strengths or knowledge. Van Genderen (2014) states that understanding the particular moments when a manager will need to consult on an issue, rather than coach, can be a challenging process. Reflecting upon the weakness indicated from the PAMS assessment there is room for improvement. Furthermore, developing skills in communicating with subordinates is crucial to narrowing the gaps of other deficiencies, such as, the adaptive behavior in communication discussed in the former. By being more aware of an employee’s methods of communication, and by developing proficient communication strategies, observing effective or ineffective communications tools, and seeking feedback from said subordinates are generalized methods that can be implemented when improving upon the adaptive skills of communication. Relatively, Van Genderen (2014) claims that effective communication between subordinates and managers may lead to greater job satisfaction for both parties, which compounds in higher output and more efficient work results, which in turn
One’s career, school life, and even socializing are affected by communication. If you do not know how to communicate, you probably do not have many friends. Communication has been used since the days of the cavemen. When the cavemen learned to communicate they greatly increased their hunting potential. When they learned to communicate on the hunt and before the hunt, they caught much more game then when they were just randomly running after the animals with spears. In school, if teachers and students could not communicate well, how would anything ever get done? In a business, communication is the most important ingredient. Working at a corporation at a higher level, you deal with hundreds of important emails, meetings, phone calls, and other forms of communicating with your co-workers.
As in all aspects of personal and professional life, having effective communication is a key element of success. Effective communication can benefit your relationships with people. By conveying your message and integrating them as a member of the team and not just a subordinate leads to better production. By effectively communicating you can clearly define job responsibilities and expectations. The better you are able to communicate the less likely organizational turnover of personnel will occur. Supervisors and leaders in the professional workplace find that the most important factor in advancement and retain ability is effective communication. Senior level executives and human resources managers are stressing the importance of communication and providing more training for mid-level management. Emphasis is placed on communication being clear by being transmitted strongly.
A sales manager has many responsibilities such as spreading product to customers, setting sales areas, goals, and analyzing sales data (“Sales Manager” What’s para. 1). Although a sales manager performs many duties, people in this position will also set a sales goal for the year, and will build a sales outlook on what they will do in the upcoming years (“Sales Manager” Sokanu para. 1).A person in this position will also manage where the goods and products their company will be distributing by giving certain sales area where a salesman will work and sell the product (“Sales Manager” Sokanu para. 2). During work time, a sales manager may be asked to hire and train a new salesman added to his team (“Sales Manager” Sokanu para. 3). Occasionally, a sales manager will interpret sales statistics in a specific area when looking where to assign certain salesman to a sales territory (“Sales Manager” Sokanu pa...
Motivation, as defined in class, is the energy and commitment a person is prepared to dedicate to a task. In most of organisations, motivation is one of the most troublesome problems. Motivation is about the intensity, direction and persistence of reaching a goal. During the class, we have learned a substantial theories of motivation and many theories of motivations are used in real business. Each theory seems to have different basic values. But, they all have been analysed for one reason, recognising what motivates and increases the performance of employees. Ident...
Training encompasses the process of improving personnel competencies, knowledge and potentialities, in regards to the specific tasks that will be assigned to them. This is a process that should be perpetual and is essential for the organization, in order to achieve excellent execution of jobs given to the employees (Ingram, 2008, p.162). Another importance is that it gives sales personnel managers an easier time in dealing with properly trained sales personnel. There are different basis on which training is carried out. Training is carried out upon induction of new sales people to the company. It is also important to train current sales personnel to brush up their knowle...