The Skills and Competencies of Sales Leaders: A Survey

Abstract

In recent years researchers have shown interest in studying sales management (Powers et al., 2010; Shepherd & Ridnour, 1995; Tanner & Castleberry, 1990; Castleberry & Tanner; 1986; Butler & Reese; 1991; Anderson, Mehta & Strong; 1997). Some of this research has focused on the relationship between the sales manager and the sales person (Lagace, 1991; Tanner & Castleberry; 1991). Another research stream has examined leadership style and its effect on sales performance (Butler & Rees, 1991), whilst others have looked at the type of training that sales managers need to equip them for their role (Powers, De Carlo, & Gupte, 2005; Shepherd & Ridnour, 1995; Shepherd & Heartfield, 1991; Anderson et al., 1997). Yet, with the exception of Butler & Reese’s (1991) paper on sales leadership skills, extant literature lacks an overall definition and categorization of the skills and capabilities needed by sales leaders.