Assessment 1 Literature Review Due Date Week 6

Assessment 1 Literature Reviewdue Date Week 6 The Actual Date Will

Your task is to review the literature relevant to the course case study: Genocide in Rwanda: Leadership, ethics and organisational ‘failure’ in a post-colonial context. The case focuses on the organizational factors that played a role in “failing” to prevent genocide in Rwanda. In particular, it focuses on the interplay between key leaders and geo-political relations. A literature review is an examination of the relevant writings in a particular field or topic, not just a summary of the chapters and articles you have read.

You should examine and illustrate the different frameworks of leadership (discussed in detail in Week 3 class) available to understand the relations between the leadership approaches and contexts which influenced the particular approaches. In the review, you should also express ideas, concepts, and arguments in a logical and coherent written form consistent with academic standards. The overall purpose of this written assessment is for you to apply a broad and coherent body of knowledge in a particular context. We will assess you and give feedback on your ability to review critically, analyse, consolidate, and synthesise knowledge, communicate skills to present a clear, coherent, and independent exposition. Do make your references, and please read the case study attached.

Paper For Above instruction

The genocide in Rwanda stands as one of the most tragic examples of organizational failure, where leadership, ethics, and geopolitical factors converged to facilitate catastrophic outcomes. This literature review explores the multifaceted explanations of such organizational failures within the broader theoretical frameworks of leadership. By examining diverse scholarly perspectives, the review aims to contextualize the Rwanda genocide within post-colonial political dynamics and organizational behaviors.

Leadership Frameworks and Organizational Failures

Leadership theories provide vital insights into the organizational dynamics that contributed to the failure to prevent the Rwandan genocide. Transformational and transactional leadership models, for example, have been critically analyzed in the context of Rwanda’s political environment. Transformational leadership, which emphasizes inspiring and motivating followers toward shared goals (Bass & Avolio, 1994), appears absent in the Rwanda case, where divisive leaders fostered ethnic tensions rather than unity. Conversely, transactional leadership, emphasizing exchanges and authority, may have perpetuated existing hierarchies that facilitated inaction during the crisis (Burns, 1978). These models demonstrate that leadership approaches significantly influence organizational responses to crises.

Further, the contingency approach to leadership highlights the importance of context in determining effective leadership responses. Fiedler’s Contingency Model (1964) suggests that leadership effectiveness hinges on matching leadership style to situational factors. In Rwanda’s post-colonial governance, colonial legacies shaped organizational structures and power dynamics, often aligning poorly with the needs for crisis management. This misalignment contributed to organizational failure, as leaders lacked the adaptive capacity necessary in volatile contexts (Fiedler, 1964).

Post-Colonial Context and Geopolitical Factors

The post-colonial period in Rwanda was marked by ethnic divisions reinforced by colonial powers, which significantly impacted organizational structures and leadership. Mamdani (2001) crucially discusses the role of colonial legacies in framing ethnic identities, which later shaped political and organizational behaviors. The failure of leadership within organizations was thus intertwined with these deep-rooted divisions, complicating collective response to impending violence.

Geopolitical considerations further exacerbated organizational failures. International inaction and the lack of effective intervention by external actors highlight a failure of global leadership norms and ethics (Power, 2001). The United Nations, for example, faced criticism for its inability or unwillingness to intervene effectively, illustrating the influence of organizational culture and geopolitics on crisis response (Barnett & Finnemore, 2004). These external factors reveal that organizational failures in Rwanda cannot be understood solely through internal leadership deficiencies but must incorporate the geopolitical context.

Critical Synthesis and Implications

The synthesis of leadership frameworks with post-colonial and geopolitical analysis underscores the complexity of organizational failure in preventing genocide. Leadership theories alone are insufficient; they must be understood within the context of historical legacies and international politics. Organizations operating within such environments often possess embedded biases and structural limitations that hinder effective action.

This review highlights the importance of ethical leadership and the development of organizational resilience in post-conflict societies. Ethical leadership, emphasizing moral responsibilities and accountability, plays a crucial role in preventing future atrocities (Brown & Treviño, 2006). Furthermore, understanding the organizational culture and structures shaped by colonial and geopolitical influences can inform strategies for improving crisis management and leadership training.

Conclusion

In conclusion, the failure to prevent the Rwandan genocide can be primarily attributed to a confluence of ineffective leadership approaches, deeply embedded post-colonial legacies, and geopolitical indifference. An integrative framework that combines leadership theories with an understanding of historical and international contexts provides a more comprehensive explanation of organizational failures. Future research and policy must emphasize the cultivation of ethical leadership and organizational resilience within post-colonial and geopolitically complex environments.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Barnett, M., & Finnemore, M. (2004). Rules for the world: International organizations in global politics. Cornell University Press.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.
• Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149-190.
• Mamdani, M. (2001). When victims become killers: Colonialism, nativism, and the genocide in Rwanda. Princeton University Press.
• Power, S. (2001). A problem from hell: America and the age of genocide. Basic Books.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149-190.
• Colomer, J. (2003). Political institutions: Democracy, oligarchy, and dictatorship. Routledge.
• Huntington, S. P. (1996). The clash of civilizations and the remaking of world order. Simon and Schuster.