Question 1

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

Accepted Answer

A transformational leadership style emphasizes inspiration, motivation, and intellectual stimulation to influence followers. It is not characterized by a strict contingent reward or punishment orientation.

Question 2

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

Accepted Answer

Transactional leadership focuses on the exchange process between leaders and followers, emphasizing rewards and punishments to achieve compliance or performance, rather than inspiring or motivating subordinates through vision or personal development.

Question 3

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

Accepted Answer

A transformational leadership style focuses on inspiring and motivating subordinates to achieve higher levels of performance and engagement.

Question 4

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

Accepted Answer

Transformational leadership focuses on inspiring and motivating followers to achieve their full potential and exceed their own self-interests for the good of the organization, rather than specifically on the salesperson-sales manager dyad.

Question 5

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

Accepted Answer

Transactional leadership involves setting clear expectations and goals, providing rewards and punishments based on performance, and closely supervising the work of subordinates. This can help highly self-efficacious salespeople who thrive on clear performance expectations and rewards, and who may feel stressed when navigating complex customer relationships without clear guidance or support. Thus, transactional leadership can be an effective way to reduce role stress for such individuals in demanding markets with complex customers.

Question 6

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

Accepted Answer

Research supports the idea that effective leaders adapt their leadership styles to fit the situation, rather than relying on a single style. This is known as situational leadership theory.

Question 7

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

Accepted Answer

Different cultural values can impact the effectiveness of leadership styles. For example, in some cultures, a hierarchical and authoritarian leadership style may be more effective, while in others a collaborative and democratic leadership style may be more effective. It is important for leaders to understand and adapt to the cultural values of their followers to be effective in their leadership role.

Question 8

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

Accepted Answer

A positive LMX (leader-member exchange) relationship fosters mutual trust, respect, and support between the sales manager and salespeople. This enhances salespeople's job satisfaction and commitment to their work, which in turn can influence their dedication to providing superior customer value.

Question 9

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

Accepted Answer

The leader-member exchange model involves a dyadic relationship between a leader and each of their individual followers, but it does not necessarily involve self-imposed planning, behavior, evaluation, rewards, and punishment.

Question 10

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

Accepted Answer

Reciprocal trust creates an environment of mutual respect and understanding, which can lead to better communication, collaboration, and ultimately, improved performance.

Question 11

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

Accepted Answer

Both the sales manager and salesperson have a responsibility to develop an effective relationship with the customer, and both play a role in the leadership activities required to do so. The sales manager may provide guidance, training, and support to the salesperson, while the salesperson may be responsible for building rapport, understanding the customer's needs, and closing the sale. Ultimately, it takes a team effort to achieve sales success.

Question 12

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

Accepted Answer

Expert power is not associated with designated organizational roles, but rather with an individual's expertise, knowledge, and skills in a particular area. It is not necessarily tied to being a leader, although it may enhance a person's ability to lead in a specific context or situation.

Question 13

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

Accepted Answer

Reward power is based on one party's ability to control the distribution of rewards valued by another party, not on attractiveness.

Question 14

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

Accepted Answer

This statement is true. Sales managers often struggle with understanding and navigating power dynamics within their team, organization, and with customers. These differences in perception can lead to communication breakdowns, conflicts, and ultimately impact sales performance.

Question 15

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

Accepted Answer

Actions based on the use of reward power can be motivating and effective if used correctly. However, if the rewards are not fairly distributed or if high-performing salespeople feel they are being unfairly treated, it can create resentment and lead to turnover. It is important for sales managers to carefully consider how they use reward power and ensure that it is implemented in a fair and transparent way.

Question 16

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

Accepted Answer

This can happen if the salesperson has built strong relationships with customers or has specialized knowledge that the sales manager does not have. Additionally, if the salesperson has a high level of autonomy and control over their own sales process, they may wield more power in certain situations.

Question 17

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.

Accepted Answer

When a sales manager perceives that the salesperson has more sales knowledge and experience than he/she does, the manager may feel threatened and may try to exert coercive or reward power to gain control of the situation. This can result in a negative and unproductive work environment. A more effective approach would be for the manager to acknowledge the salesperson's expertise and work collaboratively with them to achieve the sales goals.

Question 18

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

Accepted Answer

The answer of Securing support of salespeople for sales management...

Question 19

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

Accepted Answer

By listening to their sales team's wants, needs and dreams, sales managers can build trust and rapport with their team, and understand how to motivate and support them in achieving their goals. This can increase the sales team's commitment and loyalty to the manager, and enhance the manager's influence and power within the organization.

Question 20

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

Accepted Answer

One-on-one meetings can be a great opportunity for sales managers to build trust, provide feedback, and motivate their sales team. This can ultimately help to develop the sales manager's power base by improving overall team performance and creating a positive work environment.

Quiz 6: Sales Leadership, Management, and Supervision