Leadership and Influence Processes at Unilever môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Leadership and Influence Processes at Unilever Introduction
Unilever is one of the world’s largest multinational corporations, established in 1929 in the
United Kingdom and the Netherlands. The company produces a wide range of fast-moving
consumer goods (FMCG) under well-known brands such as Dove, Sunsilk, Omo, Lipton, and
Knorr. Operating in more than 190 countries, Unilever is recognized not only for its
business success but also for its ethical and sustainable leadership practices. This makes the
company a perfect example for understanding Leadership and Influence Processes in modern organizations.
1. Leadership vs. Management
Unilever clearly demonstrates the difference between leadership and management. When
Paul Polman became CEO in 2009, he moved the company beyond short-term profit goals
and redefined its purpose through the Unilever Sustainable Living Plan (USLP). His vision,
'Make sustainable living commonplace,' inspired employees globally to focus on long-term
sustainability instead of quarterly financial targets. This shift reflects the essence of true
leadership: influencing and inspiring people toward a shared purpose, not merely
controlling or managing daily operations.
2. Power and Influence
Leaders at Unilever primarily rely on soft power— influence built through respect,
expertise, and shared values. Referent Power: Leaders like Polman and Alan Jope gain
influence through integrity, empathy, and strong moral reputation. Expert Power: Their
credibility comes from deep expertise in sustainability, global supply chains, and brand
development. Reward Power: Unilever motivates employees with programs that recognize
sustainable innovation and social impact. Rather than coercion, Unilever’s leaders use trust
and collaboration as their main sources of influence.
3. Trait and Behavioral Leadership
Unilever embraces the idea that effective leadership is both developed and demonstrated
through behavior. Traits: Paul Polman’s personal qualities—integrity, determination, and
vision—helped him gain trust and inspire loyalty. Behavioral Approach: Unilever practices a
balance between job-centered and employee-centered leadership. Initiatives like the
Wellbeing Framework and flexible working policies show the company’s commitment to
employee happiness and mental health. This people-focused behavior fosters high
engagement and makes Unilever one of the world’s most admired employers.
4. Situational Leadership and Path–Goal Theory
Unilever’s leaders adapt their style to each context, showing how situational leadership
works in practice. During crises such as the COVID-19 pandemic, leaders applied a directive
style, making quick decisions to protect employees and supply chains. In stable times, they
used participative and supportive styles, encouraging employees to contribute ideas for
sustainable innovation. These align with the Path–Goal Theory, as leaders clarify objectives,
provide support, and ensure resources to help employees achieve both individual and organizational goals.
5. Transformational and Charismatic Leadership
Paul Polman is a model transformational leader. He inspired Unilever’s workforce by
connecting business success with social responsibility. His charisma and purpose-driven
leadership style encouraged employees to view their work as part of a greater mission:
protecting the planet and improving lives. Under his leadership, more than 50% of
Unilever’s brands grew faster because they were aligned with social or environmental
causes (e.g., Dove’s 'Real Beauty' campaign, Lifebuoy’s hygiene programs). This shows how
transformational leadership can create both emotional connection and measurable business impact.
6. Cross-Cultural Leadership
As a global company with employees from over 70 nationalities, Unilever demonstrates
excellent cross-cultural leadership. The company promotes diversity and inclusion through
initiatives like the Unilever Future Leaders Programme (UFLP), which develops young
leaders worldwide to manage multicultural teams. This approach helps Unilever maintain a
global mindset, ensuring decisions are inclusive and respectful of cultural differences—an
essential trait for a 21st-century leader.
7. Ethical Leadership
Ethical leadership lies at the heart of Unilever’s philosophy: 'Doing well by doing good.' The
company integrates ethics into every decision—from reducing plastic waste to promoting
gender equality. By 2023, women accounted for over 50% of Unilever’s senior management
positions. Unilever also leads global sustainability efforts, pledging to cut plastic use by half
and source 100% renewable energy in its operations. These actions demonstrate that
ethical leadership can align moral values with profitability, building long-term trust with
employees, consumers, and communities.
8. Strategic Leadership
Unilever’s leaders combine long-term vision with flexible execution—key traits of strategic
leadership. They reorganized product portfolios to emphasize sustainable brands, invested
in eco-friendly packaging, and partnered with local governments to promote environmental
awareness. This demonstrates how Unilever’s leaders think beyond short-term results,
focusing on innovation, resilience, and social impact—the core of modern strategic leadership.
9. Leader–Member Exchange (LMX) Theory
Unilever fosters strong relationships between leaders and employees through open
communication and trust. Regular 'Listening Sessions' and global employee surveys ensure
that leadership decisions are informed by real feedback. This two-way exchange builds
loyalty and engagement, embodying the LMX theory, where high-quality leader–member
relationships lead to higher performance and satisfaction.
10. Political Behavior in Organizations
At Unilever, leaders use political behavior constructively—to advocate for positive change,
not personal gain. The company collaborates with international organizations such as the
United Nations and World Wildlife Fund (WWF) to influence sustainable policy. This is an
example of positive political influence, where organizational power is used ethically to
advance environmental and social goals. Conclusion
Unilever exemplifies a company where leadership and influence go hand in hand with
ethics, sustainability, and global awareness. Its leaders integrate multiple leadership
theories—from power and behavior to transformational and strategic leadership—into
real-world practices. By prioritizing people, planet, and profit together, Unilever proves that
responsible leadership is not just morally right, but also a powerful driver of long-term
success. Thus, Unilever stands as a model for how modern organizations can lead with
purpose, inspire their people, and influence the world for the better. Công ty Uniliver
(Paul Polman – tập trung vào phát triển bền vững và trách nhiệm xã hội
Ethical leadership, Strategic leadership )
Ethical Leadership/Strategic Leadership/Political Behavior in Organizations ( Tuấn Minh)
Leadership vs Management/ des mind map và soạn phần nói tóm sơ lược về chap 11 ( Mai Khôi )
Transformational Leadership/ Charismatic Leadership/ LMX Model ( Ngọc Anh)
Power types (legitimate, reward, coercive, referent, expert) /Leadership
Behaviors (Ohio State & Michigan studies) /Path–Goal Theory ( Minh Nhật ) Đ ngu n đ ể nh d ồởị ng AP ạ A- NH CHECK Ớ L I Ạ NGUỒ N N Ế U DÙNG AI LÀM
8/11 check deadline 25/11 là deadline