THE VARYING EFFECT OF MANAGEMENT AND LEADERSHIP: WHAT THE SALESFORCE NEEDS TO FOSTER INNOVATION

The present study investigates the meaning and effect of leadership and management within the salesforce, particularly during innovation commercialisation. Employing a triad-perspective approach, we conducted 45 interviews with three individuals from fifteen companies, each holding distinct roles (Sales Executives; Internal Sales; Direct Sales Representatives). While most respondents describe a need for both disciplines (management and leadership) while selling existing products, there is a clear indication of more leadership during innovation commercialisation, especially when silent silo-thinking is present, or innovations are not groundbreaking. Promoting great managers to leadership positions is further described as a secure risk. The present study is the first known to bring the streams of “innovation commercialisation by the salesforce” and the role of “management or leadership in sales” together. The employed triadic approach brings additional value through more and systematic diversity of perspectives on perceiving and performing leadership, for instance, the internal perspective of the operative implementers.