Page 1 Of 5 Busm1100 Assignment 1 Guide Literature Review

Page 1 Of 5busm1100 Assignment 1 Guide Literature Review Value 40t

Review literature relevant to the 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, especially on the interplay between key leaders and geo-political relations.

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Introduction

The Rwandan genocide of 1994, which resulted in the systematic slaughter of approximately 800,000 Tutsi and moderate Hutu populations, stands as one of the most tragic episodes in modern history. This catastrophe was not simply the result of ethnic hatred but was intricately linked to organizational failures, leadership deficiencies, and broader geopolitical dynamics in a post-colonial context. Understanding these interconnected factors requires an extensive review of the pertinent literature on organizational behavior, leadership theories, ethics, and political influences relevant to the Rwandan case.

Organizational Factors and Failures in Rwanda

Existing literature emphasizes that organizational structures and institutional failures significantly contributed to the inability to prevent or halt the genocide. According to Long et al. (2009), the Rwandan government’s military, police, and civil institutions were either complicit or ineffective in mitigating violence, reflecting deep systemic failures rooted in colonial legacies that shaped their organizational frameworks. The colonial history, which created ethnic divisions and reinforced hierarchical structures, was perpetuated post-independence, contributing to the organizational environment conducive to mass violence (Mamdani, 2001). Such organizational failures surfaced through bureaucratic inertia, lack of accountability, and corruption, which hampered early intervention efforts.

Leadership Theories and the Rwanda Case

The role of leadership during the genocide has been widely analyzed through various theoretical lenses. Transformational leadership, characterized by inspiring moral vision, was notably absent among the key leaders of the genocide (Bass & Avolio, 1994). Instead, the leadership in power, especially President Habyarimana, displayed authoritarian traits, with some scholars describing it as paternalistic or narcissistic (Fulop & Linstead, 2009). These leadership styles contributed to organizational complicity in the genocide by legitimizing violence and fostering a climate of fear and obedience (Hood, 2010).

Furthermore, Fiedler’s Contingency Model (1974) is relevant here, illustrating how leadership effectiveness depends on situational factors. The unstable political environment, marked by ethnic tensions and external influences, rendered traditional leadership approaches ineffective, highlighting the importance of adaptable, context-aware leadership. Leaders failed to recognize or respond adequately to warning signs, reflecting poorly on their capacity for situational leadership (Hughes et al., 2012).

Ethical Failures and Moral Leadership

Ethics play a crucial role in organizational and leadership failure during the Rwandan genocide. Scholars such as Banks (2013) assert that ethical lapses in leadership, including complicity and the promotion of hate speech, were central to organizational failure. The absence of moral leadership—leadership driven by ethical principles and integrity—allowed discriminatory policies to escalate into genocidal acts (Long et al., 2009). Transformational leadership, which fosters trust and moral responsibility, was notably absent, facilitating the organizational environment that tolerated or encouraged violence (Bass & Steidlmeier, 1994).

Research suggests that moral disengagement, a psychological mechanism allowing individuals to commit atrocities without remorse, was facilitated by organizational cultures that normalized violence (Bandura, 1992). Thus, ethical failures intertwined with leadership deficiencies and organizational complicity, amplifying the tragedy.

Geo-Political Context and Organizational Dynamics

The post-colonial geo-political landscape significantly influenced organizational and leadership failures. The international community’s ambiguous response, coupled with the regional dynamics involving neighboring states and global powers, complicated efforts to intervene effectively (Dallaire, 2003). Literature points to the failure of the United Nations and Western governments to act decisively, which emboldened local leaders to continue genocidal activities (Power, 2001). These geopolitical factors created an organizational milieu where local and international actors intersected, but lacked coordinated leadership, thereby failing to prevent or halt the genocide.

Moreover, the interplay of domestic political interests and international diplomacy often marginalized Rwanda’s organizational challenges, exacerbating vulnerabilities. The organizational failure was compounded by a lack of coherence in policies and intervention strategies, exemplifying the complexity of leadership in post-colonial, geopolitically charged environments (Mamdani, 2001).

Conclusion

The literature converges on the premise that the Rwandan genocide was largely a consequence of systemic organizational failures, ineffective leadership, ethical lapses, and complex geopolitical influences. Leadership styles characterized by authoritarianism and narcissism, combined with organizational structures rooted in colonial legacies, created an environment conducive to violence. Ethical disengagement further facilitated such atrocities. The international community’s geopolitical constraints highlighted the importance of contextual leadership capable of navigating complex environments.

Understanding these interconnected factors offers valuable insights into preventing future genocides by emphasizing ethical leadership, organizational reform, and proactive international intervention. Critical analysis of past failures underscores that effective leadership must be adaptable, morally driven, and capable of functioning within complex geopolitical contexts to safeguard human rights and organizational integrity.

References

• Bandura, A. (1992). Exercises of moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Bulletin, 18(2), 194–204.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage.
• Bass, B. M., & Steidlmeier, P. (1994). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 5(2), 181-217.
• Dallaire, R. (2003). Shake Hands with the Devil: The Failure of Humanity in Rwanda. Carroll & Graf Publishers.
• Fulop, L., & Linstead, S. (2009). Management and Organization: A Critical Text. Palgrave Macmillan.
• Hood, J. (2010). Leadership in the context of genocide: Reflections from Rwanda. Journal of Organizational Change Management, 23(5), 552-561.
• Hughes, R. L., Ginnet, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience. McGraw-Hill.
• Long, B. S., Grant, J., Mills, A. J., Rudderham-Gaudet, E., & Warren, A. (2009). Genocide in Rwanda: Leadership, ethics, and organizational failure in a post-colonial context. Journal of Organizational Ethics, 12(3), 45-70.
• 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.