The concept of leadership is leading to diverse interpretations in academic discussions. It is a complex and multi-dimensional concept and it has also been eluding precise language or unanimous understanding. Leadership has been considered as the process of influencing individuals to willingly and energetically pursue organizational objectives (Hussein, Ibrahim and Ismael, 2022). Furthermore, leadership has been involving the capacity to influence, motivate, and enable others to contribute to their organization's effectiveness and success (Hussein, Ibrahim and Ismael, 2022). This study has been focusing on the transformational leadership model which is defined as a leader's ability to inspire followers to put the organization's interests.
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Transformational leaders have been encouraging employees to exceed expectations and actively participate in organizational change (Faupel and Süß, 2018). It is observed that transformational leadership is effective across various cultures and it has also been offering vision and empowerment crucial for today's knowledgeable and diverse workforce. Leadership in a global context has been helping the organisation to reach their goals. It is also identified that transformational leaders have been prioritising the goals over their employees (Omarova and Jo, 2022). It has also been argued that that these leaders have more focused on mere transactional exchanges and also focused on personal traits and relationships with followers to develop and empower them to their maximum potential, infusing ideological values and moral purposes in their organizations.
Organizational culture has been defined as the way employees perform their tasks and interact with each other within a company (Lubis and Hanum, 2020). The culture is shaped by a mix of values, beliefs, rituals and symbols that dictate how people operate within the organization. In cooperative organizations, the culture has been promoting the workforce and steering the company towards success (Lubis and Hanum, 2020). It has also included a set of values and beliefs that are mainly promoted by the organization's managers or leaders. These have been promoted through various means and it has also been influencing the behavior and performance of the company's employees (Lubis and Hanum, 2020).
The importance of organizational culture is mainly enhanced among corporate leaders with 72% recognizing its significance for organizational performance (Azeem et al., 2021). Furthermore, only 25% has been believing that they have effectively established such a culture in their organizations (Azeem et al., 2021). It has also been highlighted that a prevalent business issue. However, managers have been lacking an effective organizational culture for which has also been resulting in poor performance and productivity losses (Azeem et al., 2021). The problem is further stated at a the senior management level where there is a notable deficiency in strategies aimed at developing and maintaining a robust organizational culture which is essential for enhancing performance (Azeem et al., 2021).
Unilever's business model has been underpinned by its vast portfolio of over 400 brands and a presence in more than 190 countries (Lieu et al., 2021). It also been promoting its expansive global influence and it has also been reaching approximately 3.4 billion consumers daily (Lieu et al., 2021). A multi-stakeholder approach has been promoting the importance of relationships and resources across the entire value chain. A key pillar of Unilever's strategy is its workforce has 127,000 employees in around 100 countries (Gauthier, 2023). The company has been fostering a high-performance growth culture that has been prioritising humanity, purpose and accountability.
The approach has established Unilever as the preferred employer in the FMCG sector for graduates and early career professionals (Gauthier, 2023). Furthermore, Unilever has been promoting cutting-edge aspects to deliver personalized digital experiences to over 300 million consumers, illustrating a profound understanding of consumer behaviour by leveraging over 1.5 billion consumer data touchpoints (Gauthier, 2023). The company's commitment towards innovation and highlighted by significant investment in research and development. Furthermore, the key results in impactful product advancements that drive the business growth of the organisation. Hence, it has been noted that Unilever's holistic and integrated business model combines a focus on people, data-driven insights, and continuous innovation. Furthermore, the position as a leader in the FMCG industry, adept at navigating the complexities of a rapidly evolving global market (Khan and Millner, 2023).
1.2 Research rationale
This study has been focusing on exploring the impact of transformational leadership on the development of organizational culture. Furthermore, its a subsequent effect on employee performance. Transformational leadership has been known for its inspirational and motivational capabilities and it has been playing a crucial role in shaping an organization's culture (Haq et al., 2022). The choice of Unilever has a global presence and renowned corporate culture and it has also provided a rich context for this investigation (Haq et al., 2022). The research aims to understand how leadership styles influence the creation and maintenance of an organizational culture that fosters employee engagement and productivity. Furthermore, it has been focusing on contributing to the academic discourse on leadership and organizational behaviour (He and Harris, 2020). On the other hand, business leaders and managers need to focus on the enhancement of organisational perspectives. The study has been focusing on the current business environment where effective leadership and adaptive culture are key drivers of organizational success and sustainability.
Different operational aspects have become unstable and it has also been leading to a breakdown in cooperation between employees and managers (Kanike, 2023). Organizational culture has been playing an enhanced role in fostering team spirit among employees, uniting them towards the organization's goals. However, this research acknowledges a challenge in establishing a cohesive organizational culture. The varied cultural backgrounds of managers or leaders, particularly in diverse regions, can lead to conflicts between them and their employees. For instance, in a manufacturing setting, leaders with differing regional cultural influences might introduce practices that clash with those of other employees. Despite these challenges, effectively establishing a strong organizational culture can resolve many such issues and pave the way for outstanding performance (Imran et al., 2021).
1.3 Research aim and objectives
Aim
The aim of the project is to investigate how Transformational leadership affects corporate culture and how that culture affects worker performance, with a focus on Unilever.
Objectives
To analyse the tactics and styles of transformational leadership for Unilever
To identify the transformational leadership practices at Unilever that fir for their organisational culture
To determine how organisational culture and Transformational leadership affect employee performance at Unilever
To recommend the ways to improve Unilever’s organisational culture and Transformational leadership
1.4 Research questions
What styles and tactics of Transformational leadership are used at Unilever in shaping the organisation?
How do the Transformational leadership practices at Unilever fit the organisational culture?
How do organisational culture and Transformational leadership affect how well employees perform at Unilever?
What suggestions may be made to improve Unilever’s organisational culture and Transformational leadership?
1.5 Scope of research
Unilever can focus on attracting ideal candidates and retaining top talent through creating a robust culture within the company. Furthermore, a positive and strong organizational culture has been enhancing the employees' willingness to work and it has been boosting their commitment and engagement. Moreover, the culture of a firm has been related to the improvement of employee performance and the company's financial health (Paais and Pattiruhu, 2020). Organizational culture has been offering several benefits including the enhancement of the company's reputation and the reduction of employee turnover (Paais and Pattiruhu, 2020). It has been perceived that streamlining recruitment processes and positively impacts productivity (Paais and Pattiruhu, 2020).
Understanding how this culture is established and maintained, particularly through leadership styles has been become crucial and gaining market penetration in order to build an effective brand reputation in the business market territory. Hence, it has been perceived that the transformational leadership approach has been helping the leaders to shape the business process learning in the organsiational working territory. Furthermore, the key aspects of the transformational leadership approach have been shaping the business outcomes of the organisation with the having of transforming the working cultures and the it would be helping the organisation in order to achieve organsiational growth.
1.6 Significance of the research
The employee productivity and the employee engagement role have been found with the having of the implementation of effective leadership approaches. Hence, it has been focusing on a positive culture that can drive organizational success. It has been highlighted the consequences of a weak or negative culture and it has further offered a compelling case for why companies should prioritize cultural development.
Leaders have been focusing on the organizational environment and through their actions and communication styles (Syakur et al., 2020). Hence, it has been noted that leadership organsiation has been crucial in order to foster the growth of the employee in the organsiational working territory. The study has been exploring the effective leadership aspects and culture that align with organizational goals and values. Enhancement of employee satisfaction and performance can be possible through boosting perspectives related to transformational leadership style. Furthermore, the transformational leadership approach has been creating opportunities in order to gain the learning of the enhancement of the skill by the leaders to the subordinated in the orgabnsiational working territory. Furthermore, the study's findings have practical implications for business leaders and HR professionals. Hence, the key elements have been identified in this research paper regarding employee engagement in order to foster the growth of the organsiation in the business market territory.
Moreover, this study has been focusing on how different cultural backgrounds and leadership styles can be adequately integrated within an organization. Hence, the key aspects has been dealing with the having of more approaches in the context of the Uniliever. It has been operating across diverse cultural landscapes.
Chapter 2: Literature Review
2.1 Introduction
This literature review has aimed to show the importance of transformational leadership in Unilever. Along with that, this paper has also focused on diverse transformational leadership tactics and strategies that have helped Unilever achieve a commanding position across parts of the world. Besides that, this study has also examined diverse transformational leadership practices that fit into the organisational culture of Unilever. Moreover, it has also shed light on the effects of transformational leadership on organizational culture and employees. In addition, this study has also examined diverse suggestions that can help to improve the organizational culture of Unilever with the help of transformational leadership. At last, it also discussed diverse theories related to leadership that can help Unilever to develop its market position in the world.
2.2 The tactics and styles of transformational leadership for Unilever
Unilever is one of the biggest consumer goods providers in the world and has maintained its market position across parts of the world with the help of its branches. Unilever has branches in the UK, USA, India, and other parts of the world. Besides that, Unilever branches have allowed Unilever to maintain its revenue growth n across parts of the world.
Figure 2.1: market revenue of Unilever company in the world
As per the view of Statista.com (2023), in 2022 Unilever company has generated over 60.07 billion euros across parts of the world. Besides that, the revenue of Unilever has seen over 8 billion euros growth in 2021 as in 2021 the company has generated over 52.44 billion euros (Statista.com, 2023). Hence Unilever is the largest goods supplier in the world. In the rapid growth of Unilever, their transformational
leadership tactics played vital roles that have allowed the company to enhance its market position and allowed them to maintain its revenue and economic growth. As per the view of Deng et al. (2022), transformational leadership has a positive impact on organizations that help in developing the behavior of citizens and also helps in developing work engagement and trust for managers. On that account, transformational leadership has allowed Unilever to develop trust among their employees which has helped to improve the supply chain of the Unilever company as the Unilever company operates across parts of the world.
As stated by Statista.com (2023a), Unilever company have over 138,000 employees in their workforce in 2022 compared to 230,000 employees in 2003. One of the major tactics of transformational leadership in Unilever's company is sustainability and regenerative which helped the company to develop its products and allowed it to maintain a better brand image of the company. Sustainability has played a vital role in the development of a company. As the company has focused on reducing carbon emissions which has helped to develop better sustainability for climate change. As opined by Unilever.com (2021), Unuilver company will achieve zero emissions across their chain by 2039. As stated by Unilever.com (2023), Unilever company operates in 190 countries besides that over 3.4 billion people use the products of the Unilever company. Hence Unilever has produced diverse sustainability practices in their operating countries such as the UK and India that have helped the company to develop brand value and attract new customers.
Unilever has pledged to reduce the use of fossil fuels by cleaning products by the end of 2030 to reduce carbon emissions (Bbc.com, 2020). Hence such strategies have helped Unilever to enhance their market growth in the UK and other parts of the world.
Figure 2.2: Unilever sales by diverse segment in 2023
As depicted by Statista.com (2023a), in the 3rd quarter of 2023 sales of segments of beauty and wellbeing have reached over 3.1 billion euros compared to sales of Nutrition products have reached over 3.2 million euros. Along with that, the home care segment has also reached 3.1 billion euros (Statista.com, 2023a). Reducing waste is also a critical tactic of the Unilever company that has played a vital role in the company's development and helped to reduce their waste. As per the view of Kihila and Wernsted (2021), the segregation of waste is important for waste management as it helps in the effective use and recycling process for a company or business. On that account, Unilever has strong waste management tactics that have played a significant role in their rapid economic growth and enhanced their waste management process. As opined by Unilever.com (2022), in 2022 over 55% of Unilever plastic was recyclable, reusable, and compostable.
Moreover, the Unilever company uses the CreaSolv process that allows the company to produce plastics that the company can use at various times which also offers diverse potential for a circular economy. On that account styring technology of the Unilever company has helped to reduce their waste, which has helped the company to enhance the manufacturing and recycling process. Thus transformational leadership has allowed to development of better innovation in the workforce that has helped the company to shape its future. According to Alharbi et al. (2019), the role of innovation is important as the climate of business is changing every day and innovation also helps to identify value and develop activities and performance of a company. Along with engaging their employees, Unilever has engaged their customers and empowered various small farmers which has helped the company to develop its positive brand image and values. HUL one of the major branches of Unilever has provided diverse opportunities for farmers that have helped the company develop its brand awareness.
Thus innovation in Unilever's organisation has helped organisations to find diverse tactics to engage their customers and supply which has helped Unilever's company in the market growth in India and future success in India. As opined by Hul.co.in (2021), HUL company has worked with over 120,000 small farmers in the tomato, chicory, and Tea supply chains. Hence collaborating with Indian farmers has played an important role for Unilever to improve their supply chain and allow the company to develop their market position in India. In the financial year of 2022-23 Hul overall turnover has reached 58,154 crores and the company has seen significant growth and maintained their market share (Hul.co.in, 2023). On That account, transformational leadership has allowed Unilever to develop its innovation in an organisation which helped the company to develop its strategies and tactics to attract new customers and maintain its command of its regular consumers. Besides that transformational leadership style has also helped Unilever to adopt new technology of waste control and allowed them to reduce their waste of plastic.
2.3 Diverse practices Transformational leadership that fit Unilever's organizational culture
Unilever's good provider company uses transformational leadership that has helped the company reach across parts of the world. As stated by Khan et al. (2020), transformational leadership helps to bring a positive state of psychology that helps in developing motivation among employees. Hence transformational leadership has helped Unilever company to develop motivation in their workforce and has helped the company to engage their employees in work. The engagement of employees has helped Unilever reduce its staff turnover and also helped to develop its productivity. As per the view of Sahni (2021), the engagement of employees plays a vital role in developing character in jobs, increases job satisfaction, and helps in improving the commitment of the organisation. Hence Transformational leadership fits in the culture of Unilever as it has helped organizations to build trust, encourage others, encourage innovative thinking, and coach processes. Unilever has a strong culture of innovation with the help of transformational leadership in their organisation which has helped the company to understand its market.
Innovation in Unilever has helped the organization to develop better water stewardship processes that have helped many branches of Unilever. As depicted by Hu and Tian (2021), water stewardship is important for efficiency in the water industry. Hence the water stewardship program has helped Unilever company to cover good water governance areas for suitability in their balances in water. As stated by Unilever.com (2021b), Unilever company has programmed to develop water stewardship in 100 locations of water-stressed areas by 2030. On that account, transformational leadership has helped Unilever companies to have better sustainability goals with the help of their organization's innovation process. Along with that Unilever, company has also invested over 1 billion euros in a climate and nature fund that can help Unilever groups take significant meaningful, and decisive actions (Unilever.com, 2021b). In addition, transformational leadership has also helped to develop better working conditions and respect for employees of Unilever.
The Unilever company has launched various programs for their employees to develop their condition. According to Unilever.com (2022a), over 82% of employees have agreed that Unilever cares about the well-being of employees. Moreover, Unilever provides employee assistance program ( EAP)provides 24 and 365-day support to their employees via phone and text (Unilever.com, 2022a). Along with that program, Unilever also provides diverse counseling that is mindfulness-based and also stress reduction courses, training of residences, and financial well-being (Unilever.com, 2022a). Hence Unilever is a multinational company that follows transformational leadership that has helped the company to innovate and respect its employees which has allowed the company to maintain its growth and also helped the company to excel in new markets. Transformational leadership also allows Unilever to develop sustainability goals that have helped the company to reduce carbon emissions and develop water steward programs to develop conditions of water-stressed areas. Hence transformational leadership has fit into the culture of Unilever and benefited its growth.
2.4 Impact of organisational culture and Transformational leadership on employee performance at Unilever
There are various organizational cultures have been implemented within Unilever to analyse and enhance the overall performance of the employees. In addition, there are various characteristics of the organizational culture that also enhance and impact the overall performance of the employees within Unilever. Furthermore, the initial characteristic of Unilever’s organizational culture includes focusing on quality focusing on the performance of the different sections of the organization, and focusing on the overall efficiency of the organization (Mayangsari, Yusuf and Hardianto, 2022). Furthermore, these characteristics of Unilever’s organizational culture also focus on enhancing the overall performance of the employees. In addition, the organizational culture of Unilever also focuses on the diversity, collaboration, innovation and sustainability of the company. Furthermore, these cultural values also emphasize the initial work environments, practices and policies of Unilever (Harriott, Tyson and Powell, 2023). Additionally, it is crucial for the organizations to implement effective organizational culture within the different operations of the organisation to maintain the cultural values of the organization as well as to enhance the overall employee engagement significantly (Jin and Kim, 2022).
Figure 3: Worldwide employees of Unilever
The above-mentioned figure represents the employee numbers of Unilver around the world from the year 2003 to 2022. In addition, the multi-national company Unilever had an employee of 230,000 in the year 2003 (Statista, 2023). However, in recent years the employee numbers have gone down significantly to a total of 138,000 employees around the world (Statista, 2023). Therefore, the initial workforce of the company has also gone down significantly as well. Furthermore, there are major factors such as job satisfaction and a positive work environment that also influence the overall work of the employees as well. Furthermore, both organizational culture and transformational leadership significantly influence the overall performance of the employees (Palalic and Ait Sidi Mhamed, 2020). Both organizational culture and transformational leadership contribute to advanced situations of hand engagement at Unilever (Al, Ahmed Al Qubati and Ekowati, 2023). An engaged pool is more likely to be motivated, committed, and visionary in their places.
Organizational culture plays a vital part in shaping employee behaviour and performance. At Unilever, a strong organizational culture promotes collaboration, invention, and nonstop enhancement (Lai et al., 2020). This culture fosters a sense of belonging and commitment among employees, leading to advanced situations of engagement and productivity. Employees with the same company’s values and beliefs are more likely to parade positive stations, job satisfaction, and fidelity. A probative and inclusive culture encourages knowledge sharing and cooperation, enhancing overall hand performance. Transformational leadership has been set up to have a positive impact on hand performance (Meiryani et al., 2022). Unilever’s leaders who borrow this leadership style inspire and motivate their brigades to go beyond their tone- and interests and work towards achieving common pretensions. They produce a vision for the future and communicate it effectively to Employees, fostering a sense of purpose and direction (Buil, Martínez and Matute, 2019). Transformational leaders at Unilever also give personalized support, coaching, and mentoring to help employees develop their chops and reach their full eventuality (Qalati et al., 2022). By empowering Employees and promoting autonomy, transformational leaders enhance job satisfaction, commitment, and performance.
A strong organizational culture that values hand input, encourages open communication and recognizes achievements fosters a sense of power among Employees (Obaid, Ahmad and Mumtaz, 2022). Transformational leaders at Unilever inspire and engage Employees by furnishing a clear vision, setting challenging situations, and involving them in decision-making processes. This engagement leads to bettered hand performance, as engaged employees are more likely to go the redundant afar and contribute their customizable efforts.
Organizational culture and transformational leadership also impact job satisfaction, which also affects the employee's performance. A positive organizational culture that emphasizes work-life balance, hand well-being, and recognition of achievements contributes to advanced situations of job satisfaction at Unilever (Adebayo et al., 2020).
Transformational leaders with positive support, stimulants, and openings for growth enhance hand satisfaction. Satisfied Employees are more likely to be committed to their work, experience less stress, and parade advanced situations of productivity and performance (Oloo, 2021). Unilever’s organizational culture and transformational leadership also play a pivotal part in fostering invention among employees. A culture that values creativity, trial, and threat-taking encourages Employees to induce new ideas and results (Al, Ahmed Al Qubati and Ekowati, 2023). This culture promotes a literacy mindset, where failures are seen as openings for growth. Transformational leaders at Unilever produce a terrain that supports invention by encouraging employees to think outside the box, challenging the status quo, and satisfying innovative thinking (Mayangsari, Yusuf and Hardianto, 2022). As a result, Employees feel empowered to contribute their innovative ideas, leading to bettered performance and competitive advantage for Unilever.
A positive organizational culture that prioritizes employee well- being contributes to advanced situations of job satisfaction, engagement, and overall performance. Transformational leaders prioritize hand well- being by considering their particular requirements, furnishing support, and fostering work- life balance (Buil, Martínez and Matute, 2019). Employees who feel valued and supported are more likely to perform at their stylish. An organizational culture that encourages invention and values creativity provides employees with the freedom to explore new ideas and take pitfalls. Transformational leaders support employees ’ innovative works by furnishing coffers, removing obstacles, and promoting a literacy- acquainted culture (Mayangsari, Yusuf and Hardianto, 2022). This facilitates the generation of new results and enhances hand performance. Overall, at Unilever organisational culture and transformational leadership both have a significant impact on employee performance within an association (Obaid, Ahmad and Mumtaz, 2022). A positive organizational culture that promotes hand engagement, job satisfaction, commitment, invention, and well- being combined with transformational leadership practices can lead to enhanced employee performance.
2.5 Strategies and Recommendations to improve Unilever’s organisational culture and Transformational leadership
To enhance Unilever’s organizational culture and transformational leadership, several strategies and recommendations can be enforced. Organizational culture refers to the participated values, beliefs, and actions that shape the way people work within a company. Transformational leadership, on the other hand, involves inspiring and motivating employees to achieve their full eventuality and pursue organizational pretensions (Negi and Dangwal, 2019). By implementing these aspects, Unilever can enhance its overall performance and success within its overall business operations as well as it also can enhance the overall engagement and performance of its employees (Bendak et al., 2020). Unilever also needs to concentrate on nonidentical aspects to apply the operative strategies to enhance the common transformational leadership and organizational cultivation within the company. Unilever should punctuate its purpose beyond return by aligning its organizational cultivation with sustainable evolution pretensions.
This can be achieved by fluently communicating the company’s charge, valuations, and gregarious responsibility company to all employees( Mingaleva et al., 2022). In extension, this can also enhance the common sustainability of the company by fastening on the gut aspects of transactional leadership and organisational interpretation. Unilever should punctuate its purpose beyond return by aligning its organizational cultivation with sustainable evolution pretensions( Serra et al., 2021). This can be achieved by fluently communicating the company’s charge, valuations, and gregarious responsibility company to all employees. Unilever should inoculate in continuous knowledge and evolution programs to warrant employees and enhance their chops. This can be done through training shops, mentorship programs, or furnishing access to online literacy platforms. By promoting a literacy culture, Unilever can encourage invention and rigidity within the association. On the other hand, providing efficient guidance to the employees also can drastically enhance the overall learning process of the employees (Graham et al., 2022).
In addition, the diverse learning methods and techniques can also help the employees gather relevant knowledge regarding the organizational culture and transformational leadership styles (Žukauskas, Vveinhardt and Andriukaitien?, 2018). Creating a comfortable environment for employees to feel comfortable expressing their ideas, enterprises, and feedback is essential for fostering a positive organizational culture (Paais and Pattiruhu, 2020). Unilever should promote transparent communication channels, similar to regular team meetings, city halls, and online platforms, to grease dialogue across all situations of the association. Furthermore, daily meetings will also help the company to gather essential knowledge and insights regarding the different employee behaviours and different employee engagement procedures to enhance it further for the future improvements of the company. Acknowledging and satisfying employees' achievements is pivotal for boosting morale and provocation (Srimulyani and Hermanto, 2022). Unilever should apply performance-grounded recognition programs that celebrate individual and team successes. This could include impulses similar as salary bonuses, elevations, or public recognition.
Furthermore, developing a learner-driven framework within the organization can also help the organization to develop an effective organizational culture within the company (Palalic and Ait Sidi Mhamed, 2020). In addition, it will help the company to identify the employee's personal goals and needs to maximize the impacts of their work as well as it will also help the company to gather and analyse effective data and insights regarding the skills gaps of the employees. Additionally, it will also help the company to efficiently achieve the initial goals of the employees to mitigate the skills gaps (Alessa, 2021). Unilever’s leaders should embody the values they anticipate from their employees by demonstrating integrity, empathy, and a commitment to sustainable practices. Leaders should also laboriously engage with employees, give guidance and support, and inspire them to reach their full eventuality. In addition, leaders are one of the essential aspects of the organizational culture. Therefore, in order to maintain the overall quality of the organisational culture as well as to enhance the overall organizational culture behaviours leaders need to fulfil their roles efficiently in Unilever to enhance the overall quality of the organisational culture (Steinmann, Klug and Maier, 2019). Furthermore, maintaining the clear communication within the organisation as well as providing clear instructions to the employees also can efficiently enhance the overall work quality and work performance of the employees at Unilever.
On the other hand, there are also major factors transformational leaders need to maintain to enhance the overall quality of the transformational leadership within Unilever. Additionally, transformational leaders need to be capable of motivating their followers and employees to fulfil the initial goals efficiently as well as to acquire the desired outcomes (Bakker et al., 2022). Furthermore, transformational leaders at Unilever also need to be highly aware of their work and purposes within the company to maintain an inspirational environment while working with others. On the other hand, the transformational leaders at Unilever also need to be critical thinkers to efficiently analyse the complex situations within the company as well as to handle the different situations regarding challenges and emerging conflicts.
Similarly, to enhance the overall productivity of the employees as well as to enhance the overall engagement of the employees it's pivotal to gain effective knowledge regarding the strengths and weaknessesof the employees to give effective support to the employees( Bader, Gielnik and Bledow, 2022). thus, the metamorphosis leaders at Unilever also need to be aware of the individual strengths and weaknesses of the employees to give effective support to the employees. also, it will enhance the overall value of the company as well as it'll also help the transformational leaders to give effective coaching and support the individual employees as per their conditions as well( Al- Subaie et al., 2021). Overall, the effective strategies and recommendations provided in the following can help Unilever to enhance the overall quality and efficiency of the transformational leadership as well as it also can help the company to enhance the overall quality of the organizational culture.
2.6 Literature Gap
The research paper of Nguyen et al. (2023) has mentioned by implementing effective open communication within the work environment transformational leaders can develop a significant amount of cultural transparency within the organization. In addition, it also helps the leaders to develop a more enhanced and productive workforce within the company. Furthermore, it also significantly contributes towards the overall success of the company as well as it also can motivate the employees. On the other hand, the open communication environment also allows the employees to provide effective feedback regarding different situations within the company as well as it also helps the employees to present their thoughts regarding different situations as well (Clarinval, 2021). Additionally, it will help the employees to be more comfortable during the work therefore, it will enhance the overall quality of the work as well as it also can increase the overall employee engagement as well. As stated by Çelik (2018) leaders can efficiently enhance and contribute towards the overall value of the organizational culture. In addition, there are various aspects such as opportunities, goal setting and recognition aspects need to be handled by the leaders. Furthermore, it also helps the employees to be more collaborative with each other to effectively contribute towards the overall values of the organisation.
2.7 Theoretical overview
Transactional theory: The transactional theory is one of the major theories that is related to leadership styles that can help Unilever organizations to develop their reward and punishment process. As stated by Richards (2020), the theory of transaction is a useful approach as it helps to meet the short-term goals of the company and also helps in completing tasks. On that account, it can enable the company to meet its short-term objectives and commitment of the company. Transactional theory allows to provision of good incentives such as bonuses, and promotions to employees as per their promotion. Hence implementation of Transactional theory can help Unilever company to provide a better promotion process that can help to improve their job satisfaction. As per the view of Montuori et al. (2022), job satisfaction has a positive impact on the lives of employees and also develops social and family relations of employees, and is also helpful in developing the health status of employees. Hence Transactional theory can allow Unilever to develop conditions for their employees that can directly impact their productivity and flexibility of the company.
Organizational Culture Theory: Organizational Culture Theory is a frame that examines the participated values, beliefs, hypotheticals, and actions within an association. It focuses on how these artistic rudiments shape the stations and conduct of individualities and groups within the association. The proposition suggests that organizational cultivation has a significant impact on phase behaviour provocation, job satisfaction, and common organizational interpretation( Aboramadan et al., 2020). Organizational Culture Theory emphasizes the significance of strong and positive cultivation in scoring organizational pretensions. A strong cultivation aligns workers ’ valuations and beliefs with those of the association, furthering a sense of identification and devotion. This can be conducted to improve situations of phase engagement, productivity, and invention( Grover, Tseng and Pu, 2022). In the other phase, inhospitable or weak cultivation may result in low morale, defiance to revise, high evolution classes, and penurious organizational interpretation.
Trait theory: Trait theory is also a major theory related to leadership that can play a vital role in Unilever's company to develop their thinking process. Trait theory can be critical for Unilever's diverse branches to understand and explain their personality and also can help to find stable characteristics. As opined by S?ysz (2021), trait theory helps in psychology for whose denominator common and its treating traits are key elements in the description. On that account, this theory can play a vital role in conceptualizing diverse aspects of various personalities. Along with that it also plays a vital role in determining common traits of effective leadership. Along with that this theory also can play a major role in Unilver predicting the strengths and weaknesses of their employees and managers and can help Unilver set long-term goals.
Social exchange Theory: The social exchange theory Proposition is a sociological and cerebral frame that seeks to understand gregarious dealings and connections in tours of charges and prices. It posits that identities fascinate in connections predicated on the expectation of entering prices and finessing charges (Ahmad et al., 2023). This proposition assumes that individualities are rational decision- makers who weigh the implicit benefits and downsides of engaging in social exchanges. The proposition suggests that individuals are motivated to maintain connections when they perceive a fair balance between the prices and costs involved. However, individuals are more likely to continue engaging in the relationship, If the prices outweigh the costs. still, if the costs exceed the prices, individuals may choose to terminate or avoid the relationship.
2.8 Summary
This study has discussed the importance of transformational leadership and their tactics in Unilever company. Therefore, the following chapter has discussed the literature part of the following research paper to address the research questions as well as to analyse the research topic in depth. Therefore the following chapter has discussed the significant impact of the organisational culture and Transformational leadership on employee performance at Unilever. In addition, the following chapter has also provided effective recommendations and strategies for Unilever to enhance the overall quality of its organizational culture and transactional leadership.
Chapter 3: Methodology
3.1 Introduction
This chapter has been focusing on the methodological overview of the research through which approrpiate path to the researcher can also be ensured. Different perspectives such as research approach, research philosophy, research design, data collection method and data analysis method. The chapter will also describe the analytical techniques used to interpret the data, highlight the ethical considerations inherent in conducting such a study, and acknowledge the limitations of the methods chosen. By providing a clear and comprehensive overview of the methodology, this introduction sets the stage for a deep dive into how transformational leadership can shape the cultural fabric of an organization and drive performance in the corporate sector.
3.2 research philosophy
This study has been focusing on the perspectives related to interpretivism research philosophy through which an adequate relationship between organisational culture and transformational leadership can be identified. Interpretivisn philosophy has also been useful for this research as it helps in identifying the subjective experiences. Furthermore, it is alson to be stated that interpretivism research philosophy is also useful for the identification of complex and subjective concepts of the culture and leadership at Unilever. Therefore, this philosophy is useful for the identification of subjective meanings and interpretations that Unilever's employees.
The adoption of the secondary research methodology has also been adequately reviewed and synthesis of existing literature and organisational records (Mishra and Alok, 2022). Therefore, an appropriate understanding of the company’s leadership style will also be interpreted with this philosophy. Therefore, this philosophy has also allowed the comprehensive framework for the foundation of the existing empirical and theoretical works. By situating the research within the interpretivist paradigm and employing a secondary methodology, this study aims to contribute a rich (Mishra and Alok, 2022). It has also been contextualized understanding of how transformational leadership influences organizational culture and employee performance at Unilever.
3.3 Research approach
This research paper has been employing the perspectives related to the inductive research approach through which an adequate understanding of the impact of transformational leadership can also be ensured. It is also to be stated that the enhancement of this research approach genration of new theories and insights can be possible (Snyder, 2019). Furthermore, it is also to be stated that dedcutive apporach is useful for the promotion of observation to theory and it has akso been promoting to test hypotehsis. Therefore, the study will observe various aspects of transformational leadership and its outcomes on organizational culture and employee performance through extensive review and analysis of secondary data.
Inductive research approach has also been promoting dynamic and flexible approaches and it has also been allowing the research to new data. The inductive approach has also been emphasing the importance of understanding contexts and meanings from the perspectives of those experiencing the phenomenon (Snyder, 2019). Therefore, they have also been helping to understand fundamentals of are the employees and leaders within Unilever. This approach has also been focusing on the aspects related to data collection method through which different academic journals can be reviewed. On the other hand, it can also be stated that the study has also been employing the different kinds of themes, patterns and categories. This approach has also been allowing the research to open the insights that emerge from the data. On the other hand, it has also been leading to a rich and informed theory that is reflective of the complex realities within Unilever.
3.4 Research design
There are different kinds of research design which are useful for the promotion of research perspectives such as exploratory research design, explanatory research design and descriptive research design. Therefore, this study has been utilising the perspectives related to the transformational leadership style through which current state of affairs can also be enhanced. On the other hand, descriptive research has also been involving a high level of detail to paint a complete picture of the subject. In the context of this study, it has also been involving the thorough documentation of transformational leadership practices, cultural attributes and performance metrics within Unilever. Enhancement of the study design has also been involving the structured methods related to data collection through which databases and records can also be ensured through this (Mukherjee, 2019). Descriptive research can also include qualitative aspects and it has also been promoting related to qualitative research approaches (Mukherjee, 2019). For this study, it has been involving interpreting qualitative reports and narratives about leadership style and culture at Unilever to promote depth to the quantitative findings. The study has systematically been collecting data that describes the current state of transformational leadership, organizational culture and employee performance at Unilever. This has also been involving a comprehensive review of existing literature, internal company documents, performance reports and any available industry analyses (Abu-Taieh, Hadid and Mouatasim, 2020). Enhancement of the descriptive research design has also been providing adequate and systematic description of the complex aspects related to the adequate relationship of the culture and leadership. Then approach has also been helping \to establish a solid foundation of understanding and it has also from explorative or explanatory research. It is also useful for the purpose of setting the stage for understanding the current state of affairs and identifying areas for improvement or further investigation.
3.5 Research Strategy
There are two different kinds of research strategies which are mainly applicable in a aresearch that is qualitative and quantitative research strategy. Therefore, understanding the perspectives of qualitative research approaches have also been including the non-numerical data. On contrary, quantaitive research strategy has been including the quantitative data collection such as numerical and statistical form of data. Therefore, it can also be stated that in this research qualitative data collection methd has also been employed for this, non-numrical and theoretical data has been included under the findings of this research (Abu-Taieh, Hadid and Mouatasim, 2020). Therefore, it can also be stated that understanding of the research strategy has also been focusing on the adequate position of the research. It can also be stated that qualitative aspect of this study has also been focusing on exploring the depth, complexity and context of transformational leadership and its impact on organizational culture and employee performance. It has also been understanding the subjective experiences, motivations and feelings of employees and leaders.
Qualitative research has also been allowing for a deep exploration of attitudes, feelings and behaviors. It has also been providing a rich understanding of the context and social realities of transformational leadership within Unilever. This approach has also been focusing on identifying themes and constructing a narrative that links the lived experiences of individuals with the broader organizational context.
3.6 Data collection
This research has also been adopting a secondary data collection method and it has also been adoption data from academic journals from the past 10 years to understand the nuances of transformational leadership. The decision has also been focusing on recent literature that has been ensuring the analysis the latest trends and findings in the field. This approach has also been enabling a comprehensive examination of existing knowledge and theories. It has also been providing a robust foundation for understanding the current state and potential future directions of transformational leadership within the corporate context of Unilever.
On the other hand, this research has been collecting data from Google Scholar, Science direct, pubmed and other authentic sites. It is also to be stated that through focusing on the perspectives related to data collection method from company report, industry report, articles and authentic journals (Acharyya and Bhattacharya, 2019). Therefore, keyword method has been employed through which adequate understanding of the journals can also be employed. Furthermore, it can also be stated that through focusinng on the perspectives related to abstract screening and full text screening adequate research understanding can be possible. It is also to be stated that through the enhancement od adequate data collection method proper themes can be created and these are also crucial for the understanding research perspectives.
Articles specifically focusing on transformational leadership, organizational culture, and employee performance.
Articles not specifically addressing transformational leadership or its impact on culture and performance.
Research Context
Studies conducted within corporate/organizational settings.
Studies in non-corporate contexts such as education, healthcare, etc.
Methodology
Studies employing qualitative, quantitative, or mixed methods relevant to the research questions.
Studies with unrelated or unspecified methodologies.
Language
Articles published in English.
Articles published in languages other than English.
Access
Articles that are accessible and available for review.
Articles that are not accessible due to restrictions or unavailability.
Relevance
Articles directly related to Unilever or similar multinational corporations.
Articles focused on small businesses or non-relevant industries.
Journals
Free and accessible journals are included
Paid journals are excluded
The inclusion and exclusion criteria table for the study has been providing perspectives for selecting journal publications. It has also been ensuring a focused and relevant corpus of secondary data. Publications within the last ten years are included to reflect current insights in transformational leadership and its impact on organizational culture and employee performance. Peer-reviewed articles have been included for their rigor and quality and it has also been ensuring the research builds upon credible and authoritative sources.
In this study, thematic analysis of the Braun and Clarke's method has been employed to analyze secondary data from the last decade's journal publications on transformational leadership, organizational culture, and employee performance. The qualitative approach has also been focusing on the in-depth immersion into the data. Therefore, it has also been followed by the generation of initial codes that capture key ideas across the dataset. Themes have been developed and refined through an iterative process (Acharyya and Bhattacharya, 2019). It has also been ensuring as the data and provide meaningful insights into the research questions. The method has also been suited to the study's aims due to its flexibility, rigor.
It has also been producing a rich understanding of complex data. By systematically identifying, analyzing, and reporting patterns within the data, this thematic analysis has also been providing an adequate interpretation of how transformational leadership influences organizational culture and impacts employee performance at corporations similar to Unilever. The resulting analysis has also been understanding prevalent themes and findings within the broader field of leadership and organizational studies.
3.8 Ethical consideration
Under a research, it is necessary to focus on the perspectives ethics to complete a research adequately. Therefore, this research paper has adopted appropriate ethical perspectives in order to complete this research. It has also been focusing on the perspectives related to data protection through the university guidelines. In terms of providing adequate credit to the researcher, it has focusing on the Copyright Act through which adequate understanding of in-texting can also be ensured (Acharyya and Bhattacharya, 2019). On the other hand, compliance with the GDPR has also been ensured under this research through which proper research perspectives have also been promoted.
3.9 Summary
The study utilizes a qualitative research strategy employing thematic analysis via Braun and Clarke's method to investigate transformational leadership's impact on organizational culture and employee performance, focusing on Unilever. A secondary data collection method is adopted, emphasizing the last decade's peer-reviewed journal publications to ensure contemporary relevance and high-quality academic rigor. The data will be sourced from articles specifically addressing transformational leadership, organizational culture, and employee performance within corporate settings, ensuring relevance to the study's objectives. An inclusion and exclusion criteria table is meticulously crafted to guide the literature selection process, emphasizing recent publications, relevance to the corporate context, methodological soundness, and accessibility in the English language
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