This report analyzes leadership styles, models, and theories within Unilever, a British multinational consumer goods company. It explores various leadership theories, including behavioral, transactional, transformational, autocratic, authoritative, democratic, laissez-faire, and affiliative styles. The report also discusses Vroom's expectancy theory, highlighting expectancy, instrumentality, and valence as key motivators. Furthermore, it emphasizes the importance of leadership in shaping organizational culture and fostering diversity at Unilever, focusing on how leadership impacts employee productivity, performance, and the creation of a positive work environment. The conclusion underscores the need for effective leadership skills and coordination to engage the workforce and maintain a positive organizational culture that aligns with market demands.
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