Leadership. Lesson 13

1.

Lesson 13
Leadership
Erbolat Tulepbayev
Qaswa binte Firdous Wani

2.

Difficulties and integrity in leadership, and how to motivate
followers

3.

Difficulties of Leadership
• An outstanding leader learns important lessons from the most unpleasant situations. Difficult situations become moments of
deep self-knowledge for leaders, when they have to carefully consider their own values, question their ideas and hone their
judgments. In other words, a true leader always has the skills necessary to withstand and solve any problems, becoming only
stronger and more persistent.
• There are cruel challenges and even life-threatening (encounter with prejudice, illness); and there are more positive, but
nevertheless also requiring a huge amount of effort (for example, demanding superiors or teachers). But whatever trouble a true
leader falls into, he/she finds his/her own way to accept the challenge and benefit from it.

4.

Essential Leadership Skills
To learn useful lessons from negative experiences, a leader must possess four qualities.
1. Involving other people in finding a common solution.
2. The gift of persuasion.
3. Loyalty to principles.
4. Ability to adapt. This most important quality includes, firstly, a quick awareness of the situation, and secondly, the firmness of
character. To quickly orient yourself in a situation, you need to weigh numerous factors (for example, how different people can
interpret your gesture). Without such an ability, the leader will not be able to establish a connection with others. Firmness of
character provides the persistence and firmness needed to stay hopeful during catastrophic events.

5.

Life Example - Victory over Darkness
Some difficult challenges highlight hidden and suppressed parts of the soul. These are usually the most severe situations
associated, for example, with illness or violence. For Sydney Rittenberg, the crucible was 16 years spent on unfair accusation in
solitary cell in a Chinese prison. In 1949, Rittenberg was imprisoned without any explanation by his former colleagues from the
government of Mao Zedong. He spent the first year in complete darkness, he was not even interrogated. (He later learned that he
had been arrested at the behest of Moscow, where he had been mistakenly believed to be a CIA agent.) Rittenberg, thrown into
prison, locked in a tiny cell in impenetrable darkness, did not complain about fate or panic. Instead, in the first minutes, he
remembered a stanza from the poem, four lines that he remembered from childhood:
I was put in a circle —
A heretic, a rebel, an outcast.
But I have the love and strength to win.
I'll draw another circle that they'll be in!

6.

Life Example - Victory over Darkness
This excerpt from Edwin Markham's poem "Outwitted" turned out to be the key to survival for Rittenberg. "Lord! He thought.
"That's a strategy for me!" he included prison guards in his circle, building relationships with them that helped him adapt to
imprisonment. He spoke fluent Chinese, and he managed to persuade the guards to give him books and a candle so he could read.
In addition, after the first year of imprisonment, he decided to improve his thinking - to make it more scientific, more accurate and
more devoted to socialism. He believed that if he managed to become more conscious, his jailers would be able to understand him
better. And when, after a long time, he felt that darkness was still taking over his mind, he could still find solace in the fairy tales
and stories for the children he remembered.
Many of Rittenberg's colleagues in imprisonment, by contrast, either went into a rage or withdrew into themselves. "They were
trying to storm the walls ... they couldn't. And I think the reason was that they didn't understand... that happiness... is not a
function of the circumstances in which you find yourself; it's a function of your perception of life."

7.

Life Example - Victory over Darkness
Rittenberg did not lose loyalty to his ideals even after his release. The door of his cell suddenly opened in 1955, ending his first
six-year term. Rittengberg remembers: "A government representative announced to me that I had been unfairly accused, that the
government was giving me an official apology ... and is ready to do everything possible to compensate me for the years spent in
prison." He was offered money to go to the United States or Europe and start a new life, but Rittenberg refused, deciding instead
to stay in China and continue working with local communists.
And even after his re-arrest, when he was in solitary cell for another decade for supporting democracy during the Cultural
Revolution, Rittenberg was not broken. Instead, years in prison gave him the opportunity to reconsider his views — especially his
loyalty to Marxism and Chairman Mao. "In that sense, the prison released me," he says.

8.

Life Example - Victory over Darkness
Rittenberg learned, read, wrote and thought – and in the process learned something new about himself. "I realized that I was
always very afraid of being an apostate ... so much so that it didn't even give me a more critical look at my own perceptions...
Even that seemed like a betrayal to me. After his release... a veil fell from my eyes, and I realized that... the idea of establishing
democracy through dictatorship is inherently wrong."
But the most important thing is that Rittenberg came out of prison in full confidence that nothing in his professional life could
now break him, and together with his wife opened his own business. Rittenberg Associates is a consulting firm dedicated to the
development of business ties between the United States and China. And today, Rittenberg is as true to his ideals — though not his
old views on how to achieve them — as he was 50 years ago, when his faith was so severely tested.

9.

Honesty in leadership
Honesty in leadership is not what we do, but how we do it.
• Inspire confidence
• Have a big influence
• Promote high standards
• Build a solid reputation
• First to bring into practice and be an example for others
• Helping other leaders be trustworthy, not just smart

10.

Honesty in leadership
President Dwight D. Eisenhower said:
To be a leader, a person must have followers.
And in order to have followers, a person must deserve their confidence.
Therefore, the highest quality for a leader is indisputably honesty.
Without this, real success is impossible, whether on the football field, in the army or in the office. A man's followers consider him
guilty of hypocrisy, if they find that he lacks outright honesty, he will fail.
His instructions and actions must coincide.
Therefore, the first big need is honesty and a high goal.

11.

Why do we refuse to changes?
• Changes don't happen on its own
• Routine consumes us
• There is a fear of the unknown
• The purpose of the changes is unclear
• The reward for changes does not compensate the effort spent on changes
• We are pleased with what we have
• Have negative thoughts about changes
• Employees don't respect you as a leader
• As a leader, you don't tolerate criticism.
• Changes can lead to personal losses
• Requires additional responsibility
• Tradition denies change

12.

Problem solving
• 4 Reasons Why People Don't Work The Way They Should
• They don't know what they need to do.
• They don't know how to do it.
• They don't know why they should do it.
• There are obstacles that they are not able to control.

13.

Problem solving
• Now when you've discovered a problem, you need to pay attention to it.
• The solution to the problem begins with:
• The Right Attitude
• The Right Plan of Action

14.

Attitude
• Our attitude is very important for making changes
• Life consists of 10% of what happens to me and 90% of how I react.
• We are 100% responsible for our attitude
• Pessimist complains about the wind
• Optimist expects it to change
• Leader adjusts sails

15.

The People We Lead
• Human development takes time
• Skills to communicate with people are essential for success
• Be an example that people can follow
• People do what they see
• People's consciousness changes more through observation than through arguments.
• Lead people through their view of the world
• We judge ourselves by what we are capable of doing; when others judge us by what we have already done (Henry
Wadsworth Longfellow)

16.

As leaders we should
• Listen to and accept suggestions from others
• Listen to and resolve complaints
• Encourage others
• Do not criticize people in the presence of others
• Listen to the opinions of others
• Give positive feedback
• Do not show favoritism

17.

How does a leader motivate the followers?

18.

Theory of needs of A. Maslow and K.
Alderfer
Motivation is only unmet needs!
1. Physiological needs (food, water, sleep, heat, etc.);
2. The need for security (lack of physical danger, financial
security, availability of work, etc.);
3. Social needs (the need to be part of the community, the need for
respect from other people);
4. The needs of the individual (self-esteem, self-confidence,
possession of power);
5. The need for self-realization (self-actualization through the
manifestation of their skills and talents).
Step-by-step activation

19.

Theory of needs of A. Maslow
and K. Alderfer
Modification of the Alderfer’s theory
existence (basic survival needs);
relationship (interpersonal relations,
interaction in society, respect and
recognition by others);
growth (self-realization, autonomy,
success).
Simultaneous activation

20.

D. McClelland's Theory of Achievements and Needs
Basic Needs:
1. The need for achievement (the desire to achieve success and achieve goals);
2. The need for belonging (the desire for interaction with others, interpersonal relations);
3. The need for power (the desire to be influential, influence the organization and be respected).
Most people have mixed needs, but some are strongly influenced by any one need.

21.

Two-factor theory of F. Herzberg
1. Context factors (hygiene factors)
ineffective methods of motivation: increased salaries, additional benefits, a comfortable atmosphere and reduced working
hours, company policy, position status, workplace safety, relationships in the workplace
not true motivation, but a "magic kick"
do not bring satisfaction from work, but serve to prevent dissatisfaction
2. Content factors (motivators)
actions at work: achievements, recognition, responsibility, work in itself, promotion, professional growth.
The task of the leader is to eliminate irritants (ensuring sufficient hygienic factors to meet basic needs) and apply motivators that
satisfy higher needs and motivate employees to achieve high goals.

22.

Thanks for your
attention!