Instructions By Lecturer On Literature Review: Talk A

Instructions by lecturer on the literature review. 1) Talk about why Le

Discuss the importance of leadership in organizational and societal contexts, emphasizing its role in guiding behaviors, shaping outcomes, and influencing organizational success or failure. A short paragraph should suffice to underscore why leadership is a critical area of study, particularly in understanding organizational dynamics and societal issues such as the Rwanda genocide.

Utilize three different leadership frameworks to illustrate key concepts. For each framework, find scholarly journal articles to support why that particular leadership style or approach was relevant or significant in the case study context. For example, if selecting authentic leadership, locate academic sources that define and justify its relevance, then relate it to specific leadership behaviors or decisions evidenced in the Rwanda case. The goal is to demonstrate how these frameworks deepen the understanding of leadership's role in organizational and political failure or success.

Examples of leadership frameworks to consider include Authentic Leadership, Contingent (Situational) Leadership, Charismatic Leadership, Transformational Leadership, Paternal Leadership, Narcissistic Leadership, Post-Heroic Leadership, among others. You should critically examine each, linking them to the case scenario, and drawing on credible academic sources to substantiate your analysis.

Paper For Above instruction

Leadership plays a pivotal role in shaping organizational and societal outcomes, acting as a catalyst for change, stability, or failure. It influences decision-making processes, motivates followers, and impacts organizational culture. In the context of the Rwandan genocide, leadership lapses or distortions contributed to catastrophic organizational failure, highlighting the importance of understanding different leadership approaches and their implications. Exploring various frameworks of leadership enables a nuanced analysis of why certain leaders behaved in particular ways, and how their leadership style influenced the unfolding of events.

Among the leadership frameworks relevant to the Rwanda case, authentic leadership, contingent leadership, and charismatic leadership are particularly illustrative because they offer contrasting perspectives on influence and morality in leadership roles. Each can be supported by academic research to deepen understanding of the case's complexities.

Authentic leadership emphasizes transparency, self-awareness, and ethical behavior. A review of literature indicates that authentic leaders foster trust, promote ethical conduct, and tend to inspire followers through genuine actions. Walumbwa et al. (2008) define authentic leadership as acting in alignment with one’s core values, which builds credibility and moral authority. In the Rwandan context, the failure of authentic leadership among political and military elites contributed to organizational and societal breakdowns. Leaders lacking authenticity either manipulated followers or prioritized self-interest over collective well-being, leading to disastrous consequences. An example from the case involves political figures who suppressed dissent and propagated ethnic divisions, reflecting a departure from authentic leadership principles (Long et al., 2009).

Contingent or situational leadership posits that effective leadership adapts to the context and immediate circumstances. The leadership literature, such as Fiedler’s Contingency Model (1974), underscores the importance of matching leadership style to the organizational environment. In Rwanda’s post-colonial chaos, leadership effectiveness was highly dependent on the socio-political context. Leaders who failed to adjust their approach to the fragile and tense environment exacerbated tensions, contributing to organizational failure. For instance, military leaders who persisted with autocratic tactics amid a volatile society failed to adapt, worsening conflicts and enabling genocidal actions (Northouse, 2016). This underscores that flexible leadership responsive to context can mitigate or amplify organizational crises.

Charismatic leadership, characterized by personal charm and appeal, plays a significant role in mobilizing followers and shaping collective identity. Weber’s (1968) concept of charisma explains how certain leaders, through extraordinary personal qualities, can inspire devotion and obedience. In the Rwandan case, some leaders used charisma to manipulate ethnic sentiments, incite violence, and rally followers for destructive purposes. Academic studies, such as Dunphy and Stace (1990), suggest that while charismatic leaders can inspire positive change, they are equally capable of destructive influence when their personal vision aligns with harmful agendas. In Rwanda, ethnic leaders with charismatic influence mobilized their followers towards genocide, illustrating the danger of charismatic authority without moral grounding.

Therefore, analyzing the Rwanda genocide through these three leadership frameworks reveals how different styles and approaches contributed either to organizational failure or attempted resilience. Authentic leadership’s emphasis on morality contrasts sharply with manipulative charisma; contingency theory underscores the need for adaptive responses in turbulent contexts, while charismatic leadership demonstrates the influence of personal appeal in mobilizing collective actions—both benign and destructive. Scholarly insights reinforce that leadership is a complex, multifaceted phenomenon that can have profound positive or negative impacts depending on its orientation and adaptability.

References

• Dunphy, D., & Stace, H. (1990). The strategic management of participation and involvement. Human Relations, 43(7), 621-639.
• Fiedler, F. E. (1974). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 6, 149-190.
• Long, B. S., Grant, J., Mills, A. J., Rudderham-Gaudet, E., & Warren, A. (Year). Genocide in Rwanda: Leadership, ethics and organisational failure in a post-colonial context.
• Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Sage Publications.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Weber, M. (1968). The theory of social and economic organization. Free Press.
• McShane, S., Olekalns, M., & Travaglione, T. (2013). Organizational Behavior: Emerging knowledge. McGraw-Hill.
• Rollinson, D. (2005). Organisational Behaviour and Analysis: An integrated approach. Prentice Hall.
• Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Know-how and Skill. Management Books.
• Thompson, D., & McHugh, D. (2009). Work Organisations: A critical approach. Palgrave.