(Reluctant Leader Paragraph)

Most people are not forcefully placed into a leadership position. Being placed in a

situation that is outside of one’s control can elicit a number of responses. One who was already

a leader might take the challenge more gracefully; however, one who was never a leader has

many more processes to go through. They have to understand and accept their leadership role.

This was very true for Paul in Hotel Rwanda. He was in a dire situation where he knew that he

was the only one that could save the people from his community. He became a reluctant leader

because he had never had to take on a strong leadership role before. A reluctant leader is one

that leads with apparent tones of hesitation or unwillingness. This seems almost impossible, but

it is mostly able to work as long as the reluctant leader emerges as a strong leader that is willing

to act. In the beginning of Paul’s role in Hotel Rwanda, he mainly cared about his immediate

family, and usually waved fears off by saying he was sure it would be fine, but Paul had to

reluctantly take care of a growing population of refugees. Paul, not preparing for this, could

easily take the reluctant leadership role, because he never subscribed to any of it. He usually

played a neutral role. Paul also had the most access to wealth. He was forced to lead, and save

lives, because he was the only person that could do anything about it. It takes time for him to

understand his role in the whole conflict as a leader. This will be achieved when he is committed

and willing to take action for what he believes is right.

(Examples to Fortify Claim)

(Processes in leadership transformation paragraph)

Over more and more time, Paul spends vast amounts of resources to keep everyone

happy. Keeping the police, the United Nations, and the Hutu content or distracted is the only
way that he could save his community. Paul did not originally want to lead or have to put forth

so much effort to save his community, but after spending so much time, energy, and resources, it

is hard not to have a change of heart. As a way to combat this, people generally tend to build

their notion of commitment. This elevated sense of commitment can lower the notions that

previous efforts for an unwanted cause were a waste of time. This pattern of shifting attitudes

sounds similar to a form of cognitive dissonance. Cognitive dissonance is a conflict or anxiety

resulting from inconsistencies between one's beliefs and one's actions or other beliefs. By taking

action and originally taking a side of hesitation causes an inconsistency in Paul. To counter act

this, he changed his belief and attitude on the situation. He changed from a neutral stance, to

realizing the importance of his role. Even though it is all speculation, it is possible that cognitive

dissonance, increase in levels of commitment to the group, and awareness of the bleak outlook

on things could have helped emerge his true transformational leadership qualities.