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The purpose of this paper is to discover best practices for selling stem cell based biologics and ensuring proper sales force alignment in the biomedical device industry.

This research is based on an immersion into the industry as well as several formal, semi-structured interviews and dozens of informal interviews of surgeons, medical staff and medical device salespersons and managers. Data were also collected and analyzed from wipricepoint.org. The factors analyzed were the number of discharges, average charge per procedure, median age, male/female patient ratio and total hospital charges per year.

Secondary data can augment primary data collection to determine the most lucrative markets for salespersons to target their efforts. In addition, the data when combined with sales force specific data can help optimize sales force alignment. Insights into the industry are also given such as how to overcome objections to the use of stem cell based biologics for spinal surgeries.

Much of the findings are specific to only one industry (medical device sales). However, we do present a generalized process for analyzing a key source of secondary data that could be beneficial to any hospital-serving industry.

Within the medical equipment industries, approximately 58 per cent of sales territories were either too large or too small (Zoltners and Lorimer, 2000). This paper shows how secondary data sources can be obtained and analyzed to better focus sales force effort.

The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance.

By developing a conceptual model, the authors propose a connection between servant leadership and motivating language.

In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders.

Empirical research needs to be conducted to test this model.

The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture.

Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research.

This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.