Literature review

Topics: Rwandan Genocide, Fiedler contingency model, Leadership Pages: 6 (1335 words) Published: August 24, 2014


RMIT University
Individual assignment
Submitted to: Wong Kim Sing
Due Date: 24 February 2014
Name: Chhabra Rishabh
Student ID: S3473909
This paper is about the mass killings or genocide in Rwanda in 1994, which led to killings of almost 800,000 people. Rwanda is a small landlocked nation of Africa. There are mainly two tribes- Hutus and Tutsis. Both the groups engaged in a series of wars because of the assassination of the Hutu President by the Tutsi extremist army called Rwandese Patriotic Front (RPF), who demanded equality for both Tutsis and Hutu’s. These events led to the UN interference to maintain peace, UN sent 270 peacekeepers under the leadership of Lieutenant-General Rome’o Dallaire who played an important role to try and maintain peace. But the mission failed terribly. Rome’o Dallaire, the Canadian officer possessed some leadership qualities. Basically a leadership is about affecting, rousing and empowering others to help viability and triumph. Leaders apply different manifestations of impact from unpretentious influence to coordinate provision of force. (McShane, Steven Lattimore., Travaglione, A. & Olekalns, Mara., Organisational behaviour : emerging knowledge : global insights, 4th ed., McGraw Hill Australia, North Ryde, N.S.W., 2012, pp. 380-407) There are different approaches to Leadership-

1) Individualism- Leaders brain research tries to get behind encounters to discover associations between insight, behaviours and feelings. It lessens administration to proclamations of expectations of conduct by people who are distinguished as leaders. Leadership is either inside or outside of the person this enables him to focus on a single reality. 2) Essence of Leadership- Leaders brain science is kept tabs on examining characteristics, styles and behaviours of leaders and try to distinguish traits and qualities that are intended to catch the correct nature of initiative, independent of connection and circumstances 3) Dualistic views of power and Influence- In keeping with unitary and pluralist perspectives of force, authority brain science has treated power as a negative harsh property and recognizes it from impact, which is made equivalent words of administration. (Stephen, Fulop, Liz & Lilley, Simon, Management and organization: a critical text, 2nd ed., Palgrave Macmillan, Basingstoke, 2009, pp. 473-537)   Leadership styles and Behaviours- Douglas Mcgregor, an American social analyst, proposed his acclaimed X-Y hypothesis in his 1960 book 'The Human Side of Enterprise'. Hypothesis x and hypothesis y are still alluded to regularly in the field of administration and inspiration, and whilst later studies have addressed the unbending nature of the model, Mcgregor's X-Y Theory remains a legitimate fundamental standard from which to create positive administration style and strategies. Mcgregor's XY Theory remains fundamental to organizational advancement, and to enhancing organizational society.

Theory X:
1) The normal individual abhorrence’s work and will stay away from it he/she can. 2) Along these lines most individuals must be constrained with the risk of discipline to work towards organisational goals. 3) The normal individual likes to be controlled; to escape obligation; is generally unambitious, and needs security most importantly else. Theory Y:

1) Exertion in work is as regular as work and play.
2) Individuals will put forth a concentrated effort control and bearing toward oneself in the chase for organisational targets, without outer control or the risk of discipline. 3) Responsibility to goals is a capacity of prizes connected with their accomplishment. 4) Individuals generally acknowledge and frequently look for obligation\ 5) The ability to utilize a high level of creative energy, resourcefulness and inventiveness in tackling organisational issues is generally, barely, dispersed in the populace. (McShane, Steven Lattimore., Travaglione, A. &...

References: 1) (McShane, Steven Lattimore., Travaglione, A. & Olekalns, Mara., Organisational behaviour : emerging knowledge : global insights, 4th ed., McGraw Hill Australia, North Ryde, N.S.W., 2012, pp. 380-407)
2) Etcher, J. P. (1997), Post-Heroic Leadership: Managing the Virtual Organization. Perf. Improv., volume 36 pp.5-10.)
3) (Kendra Cherry, What Is Transformational Leadership?)
4) (Stephen, Fulop, Liz & Lilley, Simon, Management and organization: a critical text, 2nd ed., Palgrave Macmillan, Basingstoke, 2009, pp. 473-537)
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