Dawn R. Deeter-Schmelz, Daniel J. Goebel, and Karen Norman Kennedy
This study builds on previous research concerning sales manager selection by examining the characteristics of effective sales managers from two perspectives—that of sales managers and sales representatives. Results of this exploratory study indicate that sales representatives assess the effectiveness of sales managers through the manager’s broad knowledge base along with communication, listening, and human relations skills to develop a role as “supporter” of the sales force. Sales managers, on the other hand, believe that their knowledge base along with effective utilization of communication, listening, human relations, and organization skills allow them to be more of a “participant” in the sales process, thus strengthening their position as an effective sales manager. The implications of this and other ndings are discussed in the manuscript.
