Empowerment is based on the premises that human beings have the capacity to make choices and live up to their consequences. The forces that are influencing sales and business management have changed significantly compared with the past. The aspect of globalization has made the business market attain a competitive edge (BOONE, 2012). The contemporary philosophy of empowerment has made many established organization create an enabling environment for their workers. Therefore, companies have developed strategies on recruitment of managers with contemporary business skills. Many people have researched and written voluminous journals on the concept of leadership (Levit, 2013). Empowerment forms one ways of effective leadership. Ways of understanding leadership have been outlined with individual traits, influence and role-play having much significance. In sales management, leadership entails the process of communicating, guiding and inspiring subordinate salespeople (BOONE, 2012).
Philosophy of empowerment entails self-leadership, which helps in influencing intuitive way of doing things. The philosophy of empowerment designs techniques and strategies that enable man survive any difficulty. It is a function of commitment, individuality and great responsibility. On the other hand, one of the palpable facts of human existence is that most people hold more powers than others do (Honigmann, 2007). Therefore, the concept of power is ubiquitous since ancient days. The concept of power also hold true in sales and marketing. Leaders in sales and marketing have influenced the subordinate salespeople in a bid of getting the maximum sales. Concept of power is interpersonal since it affects the followers who are ready to take any directives from their leaders (BOONE, 2012). Secondly, it involves a lot of influence, which is because of various forms of power. The implication of this is the unequal distribution of power, which favours the person sitting at the top. Concept of power not only involves setting of goals but also providing clarification for the subordinate salespersons in goal achievement. This concept also involves providing inspiration to the subordinates to attain organizational goals. The ethical and moral standards that have been set by leaders require the subordinates to subscribe or emulate them. Leadership, which falls under the concept of power, involves intensive communication between the leader and the subordinate.
The concept of power and philosophy of empowerment are different. The concept of power involves supervision, management as well as leadership. In contrast, philosophy of empowerment entails minimal or no supervision while undertaking tasks. For instance, in sales and marketing, managers are indulged in many supervisory activities. As one ascends to a high power position, this supervision becomes less intense (Hair, 2009). The concept of power dictates management, which entails conclusive planning strategies, staffing and directing operations within a firm. These activities are concentrated in the achievement of goals and objectives of the firm. The philosophy of empowerment involves having liberty and free will in performing certain duties of individual and organization concern (Levit, 2013). In the latter situation, the individual have acquired self-management skills that require little or no indulgence of the management. The individual has the ability to lead and manage him or herself in attaining the objectives of an organization. The philosophy of empowerment is flexible and enables the subordinates obtain a different view on the firm or organization. It enables them to view the firm as theirs rather than the firm possessing them (Hair, 2009).
Any organization that needs to achieve should set their goals higher in obtaining a flexible leader. This leader possesses exquisite leadership skills. These skills are meant for inculcating the philosophy of empowerment to the individuals. Effective leadership is geared at obtaining enthusiasm and the requisite managerial skills. The philosophy of empowerment realizes that each subordinate in his or her capacity has self-managerial skills that enable him or her to work better and happily. In 21st Century, the business and sales management environment has been changing rapidly (Hair, 2009). While the concept of power still find relevance and applicability in well run organization, the philosophy of empowerment is needed in this dynamic business environment. In most cases, a sales organization is often associated with the leader. If there, is poor, leadership the organization fails to attain its mark and; therefore, lags behind (Honigmann, 2007). The shortcomings that face a sale organization are often associated with inadequacy in management. Superior performance, on the other hand, is often associated with outstanding leadership. This outstanding leadership realizes the philosophy of empowerment (Hair, 2009).
Philosophy of empowerment trickles down to liberal minds that can undertake any task without difficulty. Contrary to the concept of power, philosophy of empowerment is not coercive but rather emanates from personal decisions (Levit, 2013). The concept of power is based on five precepts. These precepts include; legitimate, reward, coercive, referent and expert power. The sale manager can use the legitimate power for instance, which is based on the firm hierarchy, to stem authority. Philosophy of empowerment enables an individual to reason out on his or her own and arrive at a conclusive decision (Zineldin, Johannisson & Dandridge, 1997). The concept of power can also include rewards in the form of incentives and promotions in influencing influences. Self-empowerment entails self-management processes. Leadership styles that target the philosophy of empowerment place less emphasis on the concept of power (Manning & Reece, 2006). They all target at attaining individual as well as team harmony. This philosophy is oriented to the employee in which the person in leadership position aims at accomplishing a certain task with minimal coercion. The philosophy of empowerment is appropriate in situations when sales people are performing highly in their tasks (Manning & Reece, 2006).
A task-oriented leader is concerned with the concept of power while achieving the organization goals. The philosophy of empowerment holds water when the subordinates have known the tasks. In an organization that is at its initial stages, concept of power is essential in achieving the goals of the institution (Zineldin, Johannisson & Dandridge, 1997). The leadership should encourage and inculcate the philosophy of empowerment as the institution establishes. The participative leadership styles are one way of inculcating the philosophy of empowerment.
In this case, the leader makes consultations with the team members on work and tasks to undertake (Manning & Reece, 2006). The leader employs supportive leadership skills in which he is sensitive to the requirements and the needs of his or her team. The subordinate salespersons will learn to appreciate their jobs and engage in productive ways. Leadership, which inculcate the philosophy of empowerment in a firm, will only provide the guidance in a certain task to the persons assigned the task (Levit, 2013). Using the directive leadership styles, the subordinate will realize what they need to accomplish and duly perform their duties. In this case, the subordinate need no coercion to undertake any duty, but rather use passion (Honigmann, 2007). Leadership, which realizes the benefits of philosophy of empowerment, clearly defines the task and goals of any undertaking. It is interactive in which collaboration and teamwork is evident.
References
BOONE, L. O. (2012). Contemporary marketing, 2013 update. s.l.: Cengage learning custom p.
Hair, J. F. (2009). Sales management: Building customer relationships and partnerships. Boston: Houghton Mifflin Co.
Honigmann, E. J. (2007). Buying and selling a small business: An entrepreneurial strategy for success. United States?: Monnet Press.
Levitt, G. (2013). Team planning for project managers and business analysts. Boca Raton, FL: CRC Press.
Manning, G. L., & Reece, B. L. (2006). Selling today: Creating customer value. Princeton, N.J: Recording for the Blind & Dyslexic.
Zineldin, M., Johannisson, B., & Dandridge, T. C. (1997). Strategic relationship management: A multi-dimensional perspective : towards a new co-opetive framework on managing, marketing, and organizing. Stockholm, Sweden: Almqvist & Wiksell International.
