In markets where change is a constant -- an increasing state of affairs for many markets and industries in the modern era -- the complexities of the many factors affecting and influencing sales efficacy must be properly accounted for by sales leaders and communicated to sales teams in order for continued adjustments to sales strategy and techniques to remain effective (LaForge 2005). Collaboration must be fostered in the sales team in order to achieve the organization's goals while accountability is also a necessity ensuring that each individual member of a sales team is working effectively toward organizational goals (LaForge 2005). The result is a sales leadership mentality and structure that encourages open communication amongst all members of the sales force and that also recognizes and rewards individual achievements. Transformational leadership that involves one-on-one communications between the sales leader and each individual member of the sales team and is used to inspire specific actions and perspectives preemptively rather than reacting to them after the fact is highly effective in achieving these ends (Bakersfield 2010). Other leadership forms have been suggested and can prove efficacious in sales departments as well (Bakersfield 2010). The adaptability and individual successes of the transformational style is preferred for creating dynamic and responsive sales teams that remain in control of their own success and generally reflect stronger cohesion with organizational foals and specific sales efforts and strategies (Bakersfield 2010).

Taken together, these various recommendations and necessities for sales leadership give clear indicators of how management and sales team supervision should be accomplished. Growth in sales must be the continual goal, as this is the only way to drive profitability and increase...

In addition, effective management in a sales team will provide ample communications and directions in dealing with the complexities of an ever-changing market, and supervision must ensure adequate collaboration takes place while also maintaining high enough levels of accountability (LaForge 2005). In order to accomplish all of this, sales leadership must be highly centralized yet flexible, individually adaptive, and responsive to highly decentralized demands.
Conclusion

Developing a strong sales leadership structure and strategy can make the difference between becoming an industry leader and the ultimate failure of an organization. Though there must be something worthwhile to sell, of course, a strong sales team can truly lead an organization to grow well past expectations, while a disorganized or uninspired sales force can drag a company down with its inefficiencies and lack of revenue generation. Maintaining a strong and effective sales leadership is thus of utmost importance, and following the guidelines outlined above will help any organization achieve this leadership.

References

Bakersfield. (2010). Sales management Leadership and Supervision. CSU Bakersfield. Accessed 23 November 2010. www.csub.edu/~rpimentel3/405CoursePack/Module07Handouts.ppt

Havaldar, K. & Cavale, V. (2007). Sales and distribution management. New Delhi: McGraw Hill.

LaForge, R. (2005). New directions in sales leadership research. All Business. Accessed 23 November 2010. http://www.allbusiness.com/human-resources/employee-development-leadership/518947-1.html