This study offers insight into the perceived leadership behaviour of sales managers in a pharmaceutical organisation in South Africa. The study specifically investigated the extent of the relationship between leadership behaviour of sales managers and motivation of sales teams during the implementation of strategic alliances. The study followed a mixed methods approach and had a correlational research design. The population in this study was the fifty four (54) sales representatives and their respective sales managers of the six sales teams identified, who are directly responsible for implementing strategic alliances. The population was demarcated into six (6) sales teams with each team reporting to a separate sales manager. Inferential and descriptive statistics were used to analyse the data. The quantitative data were analysed using Pearson’s correlation coefficient (r). The qualitative component was analysed using a content analysis. The findings of the correlation analysis suggest that an overall positive and moderate relationship exist between autocratic leadership behaviour of sales managers and the motivation of sales teams. A similar relationship exists between team leadership and extrinsic motivation. A positive and weak relationship exists between directive and supportive leadership and motivation. Similarly, a positive and weak relationship exists between team leadership and intrinsic motivation. However, the extent to which these relationships exist varies between the sales teams. The findings of the content analysis indicate that task-oriented leadership behaviour may exert the strongest motivator for sales teams when implementing strategic alliances. / Business Management / M. Com. (Business Management)

Relationship building is a fundamental component to develop successful businesses, although corrupt purchasing executives pay bribes in excess of $1.5 trillion dollars annually. The participants for this case study consisted of 10 national sales managers who have successfully implemented strategies to train suppliers in relationship building in a hotel in Greensville, South Carolina. The resource dependence theory grounded the study. The purpose of this single case study was to explore strategies a hotel owner in Greenville, South Carolina used to train managers on relationship building. Collection of data included 8 semi-structured telephone interviews and 2 video interviews that were audio recorded and transcribed verbatim, archived data, and field notes. Using a modified van Kaam method and methodological triangulation, 3 prominent themes were identified that included the appropriateness of relationship building activities to collect data critical to negotiations, the need to clarify unclear expectations, and developing an increased awareness of the gray areas for possible boundary violations between the vendor and the customer. The data from the results indicated the need for increased training to reduce the number of instances of unethical behavior perceived in relationship building activities. The implications for positive social change include the potential to increase the awareness of ethical issues in multicultural business settings on the part of national sales managers, which could decrease the rate of unethical behavior in the hospitality industry.

This study offers insight into the perceived leadership behaviour of sales managers in a pharmaceutical organisation in South Africa. The study specifically investigated the extent of the relationship between leadership behaviour of sales managers and motivation of sales teams during the implementation of strategic alliances. The study followed a mixed methods approach and had a correlational research design. The population in this study was the fifty four (54) sales representatives and their respective sales managers of the six sales teams identified, who are directly responsible for implementing strategic alliances. The population was demarcated into six (6) sales teams with each team reporting to a separate sales manager. Inferential and descriptive statistics were used to analyse the data. The quantitative data were analysed using Pearson’s correlation coefficient (r). The qualitative component was analysed using a content analysis. The findings of the correlation analysis suggest that an overall positive and moderate relationship exist between autocratic leadership behaviour of sales managers and the motivation of sales teams. A similar relationship exists between team leadership and extrinsic motivation. A positive and weak relationship exists between directive and supportive leadership and motivation. Similarly, a positive and weak relationship exists between team leadership and intrinsic motivation. However, the extent to which these relationships exist varies between the sales teams. The findings of the content analysis indicate that task-oriented leadership behaviour may exert the strongest motivator for sales teams when implementing strategic alliances. / Business Management / M. Com. (Business Management)