Evaluating Leadership Theories and Models in Unilever's Context

This report provides an analysis of leadership styles, models, and theories, with a specific focus on their impact on organizational culture and diversity management within Unilever. It evaluates various leadership theories, including behavioral, transactional, and transformational leadership, and examines the application of different leadership styles such as autocratic, authoritative, democratic, laissez-faire, and affiliative. The report also discusses Vroom's expectancy theory and its relevance to employee motivation and performance within Unilever. Furthermore, it emphasizes the importance of leadership in shaping organizational culture and promoting diversity, highlighting how effective leadership can contribute to productivity, profitability, and a positive work environment. The report concludes that a combination of effective leadership skills, traits, and coordination is essential for engaging the workforce and achieving organizational goals while maintaining a positive and inclusive culture.

leadership report

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
TASK ..............................................................................................................................................3
Leadership styles and models......................................................................................................4
Vroom expectancy theory...........................................................................................................6
Importance of leadership for organisation culture and diversity................................................7
CONCLUSION ...............................................................................................................................7
REFERNCES:..................................................................................................................................8
Books and Journals:....................................................................................................................8

INTRODUCTION
Leadership refers to the process of social influence which maximises the efforts of others
towards the achievement of a goal. It is basically the ability of an individual or group of
individuals to guide and influence followers or other members of an organisation. Leadership is
very important at organisational level as they help in terms of directing an organisation's
resources in order to improve the efficiency and achievement of goals as well. In the present
report, Unilever is taken into consideration(Hughes, Ginnett and Curphy, 1996). Unilever is
basically the British multinational consumer goods company which is headquartered in London,
England. Their products are majorly available in around 190 countries. Unilever products
basically include food, condiments, well being vitamins, ice cream, mineral and supplements etc.
The present report will cover discussion about leadership styles and models and also about
impact of leadership on organisational performance and business practice as well. In addition to
this, the report will cover analysis about the impact of leadership on organisational culture and
diversity management. Moreover the report will cover discussion about evaluation on leadership
theories, styles and models and their application to different situations.
MAIN BODY
TASK
Leadership theories
There are six main leadership theories and they can be applied on organisational level
into successful manner and some of them are explained into the following manner:
Behavioural theory: This theory of leadership basically focuses on this factor that in which
manner person's environment forms an individual a leader. The key concept of this theory is
conditioning. Conditioning is that situation where an individual will be more likely to act or lead
in a certain style as a result of environmental responses to behaviour. In context to Unilever, they
have to create such an environment where leader can take effective decisions with support of
their team members.
Transactional theory or management theory: This theory of leadership also known as the
management theory(Leithwood and Seashore-Louis, 2011). This theory studies leadership in the
form of rewards and penalties. The leadership is viewed in the form of result oriented manner
and hierarchical way as well. These kind of leaders mostly prioritise order and structure over

creativity. In context to Unilever, for achieving targets and objectives into result oriented manner
within a period of time it is important that leader should prioritise work according to realistic
requirements rather than mostly focusing on creativity.
Transformational leadership: This theory is also known as relationship theory and it studies
effective leadership as the result of positive relationship between team members and leaders.
These kind of leaders motivate employees through passion and enthusiastic nature(Lord, Foti and
De Vader, 1984) .In context to Unilever company, leader have to inspire their team member with
their enthusiastic nature so that employees also feel motivated towards their work. Through this
kind of motivation employees can work with their full potential and can achieve their daily tasks
within a set period of time. So this kind of leadership is very effective in terms of nature and at
organisational level as well. This leadership theory act as support system in terms of
understanding their team members into result oriented manner.
Leadership styles and models
Leadership is an effective approach towards providing knowledge, learning and skills
skills in an individual. Leaders are the one who is the reason behind the skills and knowledge
management of their team (Abuhashish, 2021). They guide, motivate and inspire in an effective
manner that will make a great team. Different leaders have different styles and models which
they use while delivering information and task description at workplace. Therefore, Unilever has
diversified workplace and many functions in the market. The leaders needs to be authenticate
and must have great leadership attitude to manage and educate their team and department. There
are some relevant styles which are used in modern workplace that are described below:
Autocratic: this leadership style is most common and effectively use by many leaders.
These leaders are the one who puts their expectation on their team members and sets a particular
rules and map which needs to be follow by the subordinates. The leaders which adopt this style
do not just through orders but also explains their needs and expectation in accurate manner. In
Unilever, these leaders are mainly assigned to complex work departments like financials. IT and
marketing. They treat their subordinates in terms of threats and punishments in order to put their
decisions on them. The company could achieve complex as well as uncertain market situation
through adopting this style of leadership (Beiginia and Kalantari, 2020). They take quick
decisions, promotes actions and achievements of goals by hook or crook. In the modern era, the

autocratic leadership style is effective as the younger generation require more rigid control on
their actions so that, they will not take the work lightly.
Authoritative: this is the another important style of leadership. These individuals are
much confident about what they do and how they need to influence their subordinates. Therefore,
these leaders also expect high performance and productivity from the team members. Therefore,
the Unilever has these kinds of leaders which is required in the modern workplace environment.
These leaders have authority to give orders and instructions to the individuals which sometimes
being rude and unacceptable for the team members (Fleming, 2019). Therefore, the company
does not focus on these leadership style any more, as they believe in engaging employees in the
decision making and kind behaviour to get the effective work performance from the team.
Democratic: this leadership style is also vital and mostly used by organisation. These
kinds of leaders encourage participation and democracy in the organisation. It shows that, the
team members have all the rights to out their thoughts and ideas in front of the company to carry
out actions and tasks (Harris, 2021). They are encourage to participate in the company decision
making for policies, strategies and other working culture. This style is effective for Unilever in
order to take innovative decisions by engaging employees for the same. It makes them feel
valued and listened in the company which is the key motivation for individuals to work hard and
mutually for competing companies goals.
Laissez-Faire: This style of leadership is quite traditional form of business leadership
ways. These leaders which are following this style are not much strict about their rules and
actions. They do not work on the power and responsibilities and employees are free to take
decisions and interfere in the business function of company. This style is not effective in the
current workplace environment as giving freedom to the employees will cause many distractions
and losses in the business strategy(Higgins, 2020). Therefore, Unilever does not adopt this style
of leadership and does not provide much freedom to the individual.
Affiliative: this type of leadership is all about leaders kind and personal attitude. These
leaders believes in retaining people first in the organisation. The leaders will focus on
cooperating and interpersonal relations with the team members. Affiliative leaders creates close
connects with the leaders in order to understand the need, expectation and requirements of
employees. This create a friendly behaviour in the company. Unilever maintains emotional
connection with the employees which keeps them motivation and dedicated towards work

activities. This helps them to resolve conflicts, create positive workplace culture and reduce
stress within team.
Vroom expectancy theory
The leadership theories and approaches are a great way to keep employees motivated in
several ways. As a leader looks for the overall development of the employees and keep control
over their performance, this helps them to retain and manage workforce better. There are
different situations comes in the workplace which require different theories and styles to resolve
business conflicts and performance. This theory explains various assumption about a person;s
behaviour in order to take correct decisions to deliver actions in the company. The more they
remain motivated, the more they will put their efforts, skills and knowledge in the organisation
functioning In Unilever, the company focus on maintaining good relations with the employees
by focusing on their key factors that they want from the company(Khaing, 2019). It is believed
that, an employee will work effectively when they get satisfied with their needs and
requirements. Therefore, Unilever has high growth into market and diversified operations this
success comes from a great leadership styles to manage workforce potential in the right path.
This theory explains three variables which are described below:
Expectancy: an individuals expect that, of they will engage in the workplace efforts
which will increase their efficiency. They will learn form what they do. In order to achieve high
position and salary into organisation, an employee will work harder to get it done. These
expectancy depends on the resources, guidance and facilities they receive from the
company(Okul and Nyonje, 2021). In Unilever, the company provide comparative salaries,
rewards and appreciation which keeps the employees motivated for facing many business
complexities at global level.
Instrumentality: it is also self benefits of the individuals which keeps them on the right
attract of workplace functions. They beliefs that, if they work in good manner, there will be
something rewarding for them in present or maybe future aspects. These individuals gives their
best efforts and wants to be in the good books. Therefore, the leaders needs to understand their
behaviour and beliefs and work on the abilities to provide them the same. Unilever provides
many rewards, promotions and appreciation to the employees who achieves targets, brings
creativity and perform multitasking work are much entertain by the company.

Valence: as per this factor, the individual have their different set of mind to expect
particular thing from the company. They will only work to get that right and there will be not
other motivation factor would be remain for them(Xie, 2020). In Unilever, there are employees
who give preference to money over any rewards and appreciations, they are required to show
much potential to be in the higher position. For that instance, the managers and top authorities
are these individuals who work hard to achieve their monetary needs.
Importance of leadership for organisation culture and diversity
Leadership is important in the overall functioning, productivity and departments within
an organisation. Organisational culture is based upon business environment which includes
behaviour, attitude and values of employees. An organisation is require to maintain positive
culture within company(Powers, 2019). Leadership play an important role in the Unilever to
maintain organisation culture for achieving productivity and profitability in company. For
instance, the leaders are ficus on the society and consumer demands. So that, they focus on the
employee productivity and performance in order to achieve better goals for the society.
CONCLUSION
The report has concluded that leadership styles, models and theories are effective part of
leadership in the organisation. It requires effective skills, traits and coordination to engage
workplace in the organisation function. Therefore, the company needs to enhance motivation and
skills of the individuals by working on making interpersonal relations with employees. Also, the
report has shown the important leadership for organisation culture as the leaders will change the
employees performance as per the market requirement to maintain positive culture.

REFERNCES:
Books and Journals:
Abuhashish, R., 2021. Leader Diversity: Examining the Relationship between Female
Leadership Styles and Employee Engagement (Doctoral dissertation, Concordia
University Chicago).
Beiginia, A. and Kalantari, F., 2020. A Study on the Relationship Between Managers' Leadership
Styles and the Employee Job Stress, with an Emphasis on Character Variances as an
Intervention Variable. Commercial Strategies, 6(29), pp.1-16.
Fleming, P., 2019. Understanding different leadership styles and when to use them. In Successful
Middle Leadership in Secondary Schools (pp. 48-65). Routledge.
Harris, M. C., 2021. The Perceptions of Principals’ Use of Leadership Styles and Skills in
Successful Southwest Tennessee Schools (Doctoral dissertation, Concordia University
Chicago).
Higgins, C., 2020. Mapping Global Leadership: Cross-cultural analyses of leadership styles and
practices. CCBS Press.
Hughes and et.al., 1996. Leadership. Chicago, Irwin.
Khaing, A., 2019. LEADERSHIP STYLES AND ORGANIZATIONAL COMMITMENT OF
MYMT COMPANY LIMITED (Doctoral dissertation, Yangon University of
Economics).
Leithwood, K. and Seashore-Louis, K., 2011. Linking leadership to student learning. John Wiley
& Sons.
Lord and et.al., 1984. A test of leadership categorization theory: Internal structure, information
processing, and leadership perceptions. Organizational behavior and human
performance, 34(3). pp.343-378.
Okul, E. O. and Nyonje, R. O., 2021. Organizational Leadership Styles and Utilization of
Evaluation Results. Journal of Management and Sustainability, 11(2), pp.151-151.
Powers, J. J., 2019. Relation of Empathy and Leadership Styles of Cadets at USMA (Doctoral
dissertation, Tufts University).
Xie, L., 2020. The impact of servant leadership and transformational leadership on learning
organization: a comparative analysis. Leadership & Organization Development Journal.