1. St. Peter’s College
Sabayle St., Iligan City
GRADUATE STUDIES
Instructional Leadership
Presented to:
Prof. Teresita M. Sambo, Ph.D.

2. LEADERSHIP
PROCESSES

3. Leadership is about setting direction and helping
people do the right things.
However, it can involve so much more than this!
In particular, leadership is a long-term process in which
– in a very real and practical way – all actions have
consequences, and "what goes around comes around."
Dunham and Pierce's Leadership Process Model helps
you think about this, and understand why it's important
to adopt a positive and long-term approach to
leadership.
We'll look at the model in this article, and we'll explore
why it's so important to understand it. We'll also look at
how you can apply the model's lessons to your own
situation.

4. What is the Leadership Process
Model?
The Leadership Process Model was
developed by Randall B. Dunham and
Jon Pierce, and was published in their
1989 book "Managing." You can see
our interpretation of the model in
figure 1, below. (We've redrawn this
for clarity.)

5. Figure 1 – The Leadership Process

6. MANAGEMENT STYLE
Managers have to perform many roles in an organization and
how they handle various situations will depend on their style of
management. A management style is an overall method of
leadership used by a manager. There are two sharply contrasting
styles that will be broken down into smaller subsets later:
1. Autocratic
2. Permissive
Each style has its own characteristics:
Autocratic: Leader makes all decisions unilaterally.
Permissive: Leader permits subordinates to take part in decision
making and also gives them a considerable degree of autonomy
in completing routine work activities.

7. Directive Democrat: Makes decisions
participatively; closely supervises subordinates.
Directive Autocrat: Makes decisions unilaterally;
closely supervises subordinates.
Permissive Democrat: Makes decisions
participatively; gives subordinates latitude in
carrying out their work.
Permissive Autocrat: Makes decisions
unilaterally; gives subordinates latitude in
carrying out their work.

8. PLANNING (also called forethought) is the process
of thinking about and organizing the activities required
to achieve a desired goal.
Planning involves the creation and maintenance of
a plan. As such, planning is a fundamental property
of intelligent behavior. This thought process is essential
to the creation and refinement of a plan, or integration
of it with other plans; that is, it combines forecasting of
developments with the preparation of scenarios of how
to react to them.
Example of planning process framework.

9. Patrick Montana and Bruce Charnov outline a three-
step result-oriented process for planning:
1. Choosing a destination
2. Evaluating alternative routes, and
3. Deciding the specific course of your plan.
In organizations, planning is a management process,
concerned with defining goals for company's future
direction and determining on the missions and
resources to achieve those targets. To meet the goals,
managers may develop plans such as a business plan or
a marketing plan. Planning always has a purpose. The
purpose may be achievement of certain goals or
targets.

10. INFORMATION
AND COMMUNICATION

11. Communication is necessarily a two-way process. A communication
strategy will evolve and adapt over time in response to many inputs.
To shape a strategy that is meaningful and, as a result, effective,
leaders should incorporate each of the four drivers, as appropriate
to the situation.
Superficially, communication appears to be deceptively simple -
write an email or send a memo. In fact, it's a complex process that
must be addressed from many angles to achieve the best results.
Leaders must understand all components of the communication
process to apply them effectively.
To have impact, careful communication planning and management,
and clarity and consistency of messages are key factors.
Unfortunately, many communication efforts focus only on the
delivery of a message, and neglect the vital planning and
management of the process. The speed and volume offered by
technology through such channels as email and intranet, are often
erroneously equated to effective communication.

12. This model shows the three integrated communication roles a
leader plays:

13. TIME MANAGEMENT

14. “Time management” refers to the way that you organize and plan how long
you spend on specific activities.
It may seem counter-intuitive to dedicate precious time to learning about
time management, instead of using it to get on with your work, but the
benefits are enormous :
1. Greater productivity and efficiency.
2. A better professional reputation.
3. Less stress.
4.Increased opportunities for advancement.
5.Greater opportunities to achieve important life and career goals.
Failing to manage your time effectively can have some very undesirable
consequences:
1. Missed deadlines.
2. Inefficient work flow.
3. Poor work quality.
A poor professional reputation and a stalled career.
Higher stress levels.

15. DELEGATION

16. Effective delegation is crucial for
management and leadership succession.
For the successor, and for the manager or
leader too: the main task of a manager in a
growing thriving organization is ultimately
to develop a successor. When this happens
everyone can move on to higher things.
When it fails to happen the succession and
progression becomes dependent on
bringing in new people from outside.

17. Delegation can be used to develop
your people and yourself - delegation
is not just a management technique
for freeing up the boss's time. Of
course there is a right way to do it.
These delegation tips and techniques
are useful for bosses - and for anyone
seeking or being given delegated
responsibilities