Organizational Behavior Case Study On Leadership By Tan Yee

Organizational Behavior Case Study On Leadershipname Tan Yee Li Fiona

Organizational behavior encompasses understanding how individuals and groups act within organizations, with leadership playing a pivotal role in shaping organizational success or failure. This case study evaluates the influence of leadership, ethics, and organizational failure in the specific context of the Rwandan genocide, emphasizing the critical importance of leadership qualities and organizational ethics in preventing or inciting such catastrophic events.

The Rwandan genocide was rooted in longstanding ethnic tensions perpetuated during the colonial era, which favored the Tutsi over the Hutu. Colonial policies exacerbated ethnic divisions by privileging one group over the other, solidifying deep-seated hostility. Post-colonial leadership further contributed to ethnic polarization, as some leaders exploited these divisions for political gain, thereby fostering an environment rife with animosity. The failure of Rwandan leadership to promote unity and reconciliation created fertile ground for mass violence, ultimately culminating in the genocide of 1994, where approximately 800,000 Tutsi and moderate Hutu were murdered within a span of three months (Des Forges, 1999).

The dynamics of leadership—particularly traits, behaviors, and situational responses—are integral to understanding organizational and national failures in Rwanda. Classical leadership theories provide insights into the leadership deficiencies that characterized the genocidal period. The trait theory suggests that leadership success or failure hinges on inherent personality traits and skills. Leaders during this period lacked the consensus-driven, charismatic attributes necessary to foster unity and moral integrity (Northouse, 2016). Behavioral theories underscore that leaders' actions—whether inclusive, ethical, or divisive—significantly influence organizational outcomes. The absence of ethical leadership, exemplified by the failure to intervene or curb ethnic hatred, was a notable deficiency in Rwandan leadership.

Contingency and situational leadership theories also elucidate why leadership failures arose under specific circumstances. Leaders exposed to hostile environments—marked by ethnic polarization and colonial legacies—often lacked the flexibility or moral courage to adapt their leadership styles to promote reconciliation. The pervasive use of authoritarian and divisive leadership modes during the genocide demonstrated a failure to employ transformational or servant leadership models, which prioritize morality, empathy, and service to communities (Bass & Bass, 2008).

Charismatic and transformational leadership paradigms hold significant promise for fostering societal cohesion, yet these were conspicuously absent during Rwanda’s crisis. Instead, some leaders propagated hatred and violence, either explicitly or tacitly, leveraging existing divisions (George, 2003). A notable example is the role of media outlets like Radio Télévision Libre des Mille Collines, which spread propagandist messages inciting violence—highlighting the destructive impact when leadership abdicates ethical responsibility and enables organizational failure.

The organizational failure in Rwanda was compounded by inadequate international intervention and a failure of the United Nations and Western powers to exercise effective leadership. Despite efforts to monitor the escalating violence, international organizations demonstrated a lack of decisive leadership and moral courage, constrained by bureaucratic inertia and geopolitical interests (Loescher et al., 2015). The UN peacekeepers were under-resourced and lacked the mandate and political backing essential to intervene decisively. The reluctance of global leaders to confront the genocidal regime exemplifies organizational ethical failure, which underscores how international leadership deficits can have catastrophic consequences.

Within Rwanda, leadership ethics were markedly deficient. Leaders actively maintained and exploited divisions for political ends, failing to champion values of peace, mutual respect, and human rights. This ethical lapse not only facilitated the genocide but also made post-genocide reconciliation more arduous. Ethical leadership, emphasizing integrity and moral responsibility, is paramount in preventing organizational and societal collapse (Ciulla, 2004). The absence of such leadership allowed ethnic hatred to escalate unchecked.

Post-genocide Rwanda has since made efforts to establish ethical and transformational leadership frameworks, emphasizing national unity, reconciliation, and development. President Paul Kagame’s leadership exemplifies the move towards transformational and servant leadership principles, encouraging inclusivity and ethical governance (Kagame, 2009). This shift demonstrates acknowledgment that ethical, charismatic, and transformational qualities are vital in rebuilding fractured societies after organizational failures of leadership.

In conclusion, the Rwandan genocide exemplifies the devastating consequences of leadership failure and organizational collapse rooted in unethical practices, ethnic polarization, and international complacency. Effective leadership—characterized by morality, charisma, flexibility, and a commitment to organizational and societal ethics—could have significantly mitigated or prevented the mass atrocities. The case underscores the imperative for leaders at all levels to uphold ethical standards, foster inclusive organizational cultures, and demonstrate moral courage, especially in fragile post-colonial contexts. By understanding the critical importance of leadership traits and behaviors in organizational behavior, governments and international bodies can better prepare to prevent similar tragedies in the future.

References

• Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press.
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. Ciulla (Ed.), Ethics, the Heart of Leadership (pp. 17-36). Praeger.
• Des Forges, A. (1999). Leave None to Tell the Story: Genocide in Rwanda. Human Rights Watch.
• George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. Jossey-Bass.
• Kagame, P. (2009). Lead from the Front: Acts of Leadership. Pan Book Series.
• Loescher, G., Milner, J., & Stohl, M. (2015). The Politics of Refugee Protection in the 21st Century. Routledge.
• Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Sage Publications.
• Rice, S. E. (2011). Building a new nation: Rwanda’s progress and potential. Speech presented at Kigali Institute of Science and Technology.
• Scott, F. (1998). Preventing Genocide: How the Early Use of Force Might Have Succeeded in Rwanda. Carnegie Commission on Preventing Deadly Conflict.