Assessment Submission & Declaration

Qualification Unit number and title

Understanding and leading change HND
Pearson BTEC Higher National Diploma in Business (rqf)
Level 5

Student name Registration Number Assessor name

Asma Shabbir s-13-0009109 Dr. Sadaf latif

Date issued Submission date Submitted on

25th Oct 2023 1st december 2023 1st december 2023

Assignment Number and Title Business Environmental Analysis

Assessment Criteria Tasks & Learning Outcomes (LO1 & Evidence Page Number
LO2)
P1 Task 1, LO1
P2 Task 1, LO1
P3 Task 1, LO2
P4 Task 1, LO2
P5 Task 2, LO3
P6 Task 2, LO3
P7 Task 3, LO4
P8 Task 3, LO4
Merit 1 Task 1, LO1
Merit 2 Task 1, LO2
Merit 3 Task 2, LO3
Merit 4 Task 3, LO4
Distinction 1 Task 1, LO1 & LO2
Distinction 2 Task 2, LO3
Distinction 3 Task 3, LO4

Plagiarism

Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who break the rules, however
innocently, may be penalised. It is your responsibility to ensure that you understand correct referencing practices. As a
university level student, you are expected to use appropriate references throughout and keep carefully detailed notes of all your
sources of materials for material you have used in your work, including any material downloaded from the Internet.

Learner Declaration
 I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I
understand that making a false declaration is a form of malpractice.

Student Name: Asma Shabbir Date: December 1, 2023

Contents
LO1..............................................................................................................................................................1
Introduction to Unilever;.........................................................................................................................1
Types of Organizational Change:..............................................................................................................1
Different Types of Change:.......................................................................................................................1
Types of Internal Organizational Change:................................................................................................1
Individual, Group, and Organizational Levels of Change:.........................................................................1
Drivers of Change:...................................................................................................................................2
Impact of Technologies:...........................................................................................................................2
Digital Transformation of Organizations:.................................................................................................2
PESTLE Analysis:.......................................................................................................................................2
Political factors:...................................................................................................................................2
Economic factors:................................................................................................................................2
Social factors:.......................................................................................................................................2
Technological factors:..........................................................................................................................3
Legal factors:........................................................................................................................................3
Environmental factors:.........................................................................................................................3
Impact of Technologies:...........................................................................................................................3
lo2................................................................................................................................................................4
Impact of Change on Organizational Behavior:........................................................................................4
The influence of position and perception on differing views of change,negatively or positively.............4
Readiness to change:...............................................................................................................................4
The use of systems theory, systems leadership and continuous improvement models to predict and
proactively plan for change.....................................................................................................................5
The impact of organizational changes.....................................................................................................5
Examining these impacts.....................................................................................................................5
Critical Evaluation of the Long-Term Implications of Change on Organizational Behavior at Unilever.....6
lo3............................................................................................................................................................... 7
Forces Driving and Resisting Change: Influence on Leadership Decision-Making at Unilever..................7
Leadership and Decision-Making Strategies: A Unilever Perspective...................................................7
Investigating Forces for and Against Change and Their Impact on Leadership Decision-Making in
Organizations...........................................................................................................................................8
 Forces for Change:...................................................................................................................................8
Market Trends and Consumer Demands:.............................................................................................8
Technological Advancements:..............................................................................................................8
Regulatory Changes:............................................................................................................................8
Forces Against Change:............................................................................................................................8
Employee Resistance:..........................................................................................................................8
Organizational Culture:........................................................................................................................8
Financial Constraints:...........................................................................................................................8
Applying Force Field Analysis to Unilever............................................................................................9
lo4................................................................................................................................................................9
a range of change leadership approaches to change initiatives...............................................................9
Situational Leadership:............................................................................................................................9
Transformational Leadership:..................................................................................................................9
Psychodynamic Approaches:.................................................................................................................10
Nudge' Theory and Influencing Behaviors:............................................................................................10
Analysis of Leadership Approaches and Models for Given Situations....................................................10
Sustainable Initiatives: Transformational Leadership.............................................................................10
Market Expansion and Innovation: Situational Leadership....................................................................10
Organizational Culture Shift: Psychodynamic Approaches.....................................................................10
Employee Well-Being and Engagement: Nudge Theory.........................................................................11
Market Response to Technological Trends: Adaptive Leadership..........................................................11
Critical Analysis of Leadership Practices at Unilever:.........................................................................11
Reference:..............................................................................................................................................11

LO1
Introduction to Unilever;
The fast-moving consumer products business is where Unilever, a worldwide firm, shines. Unilever is
now one of the biggest and most varied consumer products corporations in the world. It was founded in
1929 when the British soapmaker Lever Brothers and the Dutch margarine company Margarine Unie
merged. Rotterdam, Netherlands and London, UK are the locations of the company's main offices.
Among Unilever's many offerings are consumables, household cleaners, cosmetics, and personal care
items. Its well-known brands include things like Dove, Lipton tea, Ben & Jerry's ice cream, and
Hellmann's. The firm has established lofty goals to lessen its influence on the environment, and it is well-
known for its dedication to sustainability. It takes great delight in being able to provide consumer goods
that enhance health and wellness to people all around the world, and it works in more than 190
countries to do so.
As a company, Unilever is all about innovation and marketing. They know how important it is to cater to
local tastes and preferences, so they do just that. A brighter future is the company's daily mission, and it
shows in its community development and environmental sustainability efforts.

Types of Organizational Change:

Organizational change in the business context can manifest itself in many different forms and scales.
Large-scale changes, such as radical, disruptive or revolutionary transformations, involve a complete
overhaul of existing structures and processes. On the other hand, small-scale changes, such as
incremental or evolutionary adjustments, occur gradually over time, allowing for more controlled
adaptation to changing circumstances.

Different Types of Change:

Organizational change can be classified based on its nature and origin.Planned change is a deliberate,
systematic effort initiated by management, while emergent changes occur organically, often in response
to unforeseen circumstances .Changes can also be initiated internally in the form of strategic decisions or
imposed externally due to environmental pressures or regulatory requirements.

Types of Internal Organizational Change:

Internal organizational change includes many different aspects.Structural change involves changes in
hierarchy or organizational framework.Strategic change involves changes in overall business strategy,
while people change focuses on HR-related aspects, including training and development. Process
change, the adjustment of operating procedures, is another aspect of intra-organizational change.

Individual, Group, and Organizational Levels of Change:

Change can happen at different levels within an organization.At an individual level, this involves changes
in roles, responsibilities or skills.Changes at the team level impact teams or departments, while changes
at the organizational level impact the entire structure, culture or business model.

Drivers of Change:
There are many factors that drive organizational change, both internally and externally.Internally,
organizations often conduct a PESTLE analysis that takes into account political, economic, social,
technological, legal and environmental factors.Core competencies, the unique assets an organization
possesses, also play an important role.Identifying and selecting the most important factors in each
context is essential for effective change management.

Impact of Technologies:
Advances in technology, including mobile devices, cloud computing, artificial intelligence (AI), cognitive
computing and data analytics, significantly influence the pace and nature of change.change
organization.Mobile devices improve communication and mobility, while cloud computing transforms
data storage and accessibility.AI and cognitive computing introduce automation and intelligent decision
making, while data analytics leverages information to make informed decisions.

Digital Transformation of Organizations:

Digital transformation represents the complete integration of digital technologies into all aspects of an
organization.This includes leveraging technology to improve operations, customer engagement and
innovative business models.The shift to a digital business model is a fundamental aspect of modern
organizational evolution, reshaping how value is created, delivered and perceived in the marketplace.

Unilever is an Anglo-Dutch company operating in the consumer goods market and selling its products in
approximately 190 countries. Another noteworthy fact is that they have more than 400 brands, which
means an important diversification both in terms of risk and the products they sell, among them we find
food products, personal care products and medical cleaning products. In fact, 12 of these brands have a
turnover of more than one billion euros.The importance of this multinational company is also
demonstrated by the fact that 2.5 billion people use Unilever products every day as part of their daily
lives.They are also responsible for creating jobs for 161,000 people in the different countries where they
operate.Ultimately, they believe in a sustainable business plan in which they reduce their environmental
impact and increase their positive social impact while continuing to grow.

PESTLE Analysis:
Political factors: Changes in government policies or regulations may lead to organizational
adjustments. For example, changing environmental regulations may cause companies such as Unilever to
change their production processes.

Economic factors: Economic recession or recovery can influence organizational changes.Unilever,

which operates in global markets, can adjust its pricing strategy based on economic conditions in
different regions.

Social factors: Changes in social values and demographics can impact organizational culture and
product offerings.Unilever's sustainability initiatives reflect a response to society's growing awareness of
environmental issues.

Technological factors: Rapid technological advances can lead to organizational change.Unilever's

adoption of digital technology in its supply chain and marketing strategy is a prime example of this.

Legal factors: Changes in laws and regulations may require organizational adjustments.Unilever, as a
global entity, must adapt to different regulatory contexts in different countries.

Environmental factors: Growing environmental awareness influences organizational change.Unilever's

commitment to reducing its environmental footprint is in line with the growing emphasis on sustainable
practices.

Impact of Technologies:
Technological advances have a significant impact on organizational change.Unilever's integration of
technologies such as data analytics in supply chain management or AI in product development shows
how adopting these innovations can improve efficiency and competitiveness.

Unilever's Sustainable Living Brand initiative is a notable example of organizational change driven by
social and environmental factors.The initiative aims to integrate sustainability into its brands, addressing
social and environmental concerns. Another example is Unilever's response to the digital age. The
company has invested in digital marketing strategies and e-commerce platforms to adapt to changing
consumer behavior influenced by technology.

Minimize the impact on organizational behavior: To minimize the impact of organizational change on
behavior, Unilever can implement strategies such as: Communicate effectively: Communicate Clear
communication about the reasons for the change and its expected impact can be helpful for employees
to understand and adapt. Employee engagement: Involving employees in the change process can
strengthen their sense of belonging and reduce resistance.Training and Development: Provide training
programs to equip employees with the skills needed in a changing environment.
Organizational change is inevitable in today's dynamic business environment.By analyzing and
understanding various drivers, such as those stemming from PESTLE factors and technological
advancements, organizations like Unilever can manage change effectively .Real-life examples
demonstrate the practical implications of these factors and the strategic approaches that can minimize
the impact on organizational behavior.Unilever's commitment to sustainability and technological
innovation highlights the company's proactive stance towards organizational change, providing valuable
insights for other businesses facing challenges.similar conversions.

By examining the drivers of change and their respective impact on organizational change, it is clear that
Unilever, a multinational consumer goods company, offers a compelling case study.

Technological advances are an important driver and Unilever has proactively integrated cutting-edge
technologies into its operations.From deploying advanced data analytics in supply chain management to
leveraging artificial intelligence in product development, Unilever shows how the technology drivers are
driving transformational change at the local level.operational level and strategy.Market dynamics,
another important driver, has led Unilever to make strategic changes.The company continually adapts its
products and services to meet evolving consumer needs, demonstrating its commitment to strategic
flexibility to respond to market changes.

Additionally, as a global entity, Unilever has responded to regulatory changes by making structural
adjustments to ensure compliance and ethical business practices. The company's commitment to
sustainable and ethical practices reflects a cultural change driven not only by market expectations but
also by Unilever's proactive stance in aligning its values with social and environmental concerns.

Economic conditions and the need to improve efficiency have influenced Unilever's ongoing process
changes, as evidenced by ongoing efforts to optimize operational processes and supply chain
management. Unilever's ability to respond to different drivers of change therefore demonstrates its
ability to adapt, innovate and strategically align its operations with the changing landscape.

lo2
Impact of Change on Organizational Behavior:
On an individual level, change creates a variety of emotions and reactions, including stress, anxiety, and
insecurity.According to Kotter's model of change, individuals can go through stages such as denial,
resistance, discovery, and commitment (Kotter, 1996).The psychological impact on individuals can have a
profound impact on job satisfaction, motivation and overall happiness.

At the group level, change can enhance cooperation and a shared sense of belonging or lead to conflict
and a decline in group cohesion (Cummings & Worley, 2014).Team dynamics can be reshaped as
members face the challenges and opportunities presented by change.Effective leadership becomes
important in such times to guide teams through transitions, maintain morale, and resolve conflicts (Bass
& Riggio, 2006).

The influence of position and perception on differing views of change,negatively or

positively
Organizational change also impacts overall organizational culture and structure.Successful change can
drive innovation, improved efficiency and a more competitive position. Conversely, poorly managed
change can lead to resistance, reduced productivity, and negative impacts on organizational culture
(Cameron & Green, 2015).The influence of position and perception within the organizational hierarchy
shapes individual perceptions of change.Leaders may see change as an opportunity for growth and
innovation, while frontline employees may see it as a threat to stability (Burnes, 2004).Recognizing and
addressing these diverse perspectives is critical to successful change management.

Readiness to change:
Organizational readiness for change is an important factor in determining the effectiveness of change
initiatives.Learning organizations, as suggested by Senge (1990), are characterized by the ability to adapt
and continuously learn. These organizations prioritize a culture of learning, encouraging employees to
embrace change and see it as an opportunity to grow.

The use of systems theory, systems leadership and continuous improvement models to
predict and proactively plan for change.
The use of systems theory, systems leadership, and continuous improvement models provide
frameworks for proactively predicting, planning, and managing change (Senge, 1990; Senge et al. event,
2015).Systems thinking enables organizations to understand the interdependencies of different
components and predict the ripple effects of change.Systemic leadership involves guiding the
organization through change by considering the complex network of relationships and
interdependencies.

Stakeholder analysis and communications play a central role in the transformation process.Identifying
and engaging stakeholders is essential to managing their expectations and gaining their support.
Effective communication is critical to ensure transparency and address concerns, thereby promoting a
positive organizational culture during change.The Burke-Litwin model provides a comprehensive
framework for understanding the dynamics of organizational change, highlighting the interdependencies
of different factors and guiding organizations to streamline and improve processes.change process
(Burke and Litwin, 1992).

The impact of organizational changes

Examining these impacts
On an individual level, change creates a mix of emotions, including excitement about new opportunities
and concerns about job stability.The psychological effects can be significant, affecting job satisfaction and
motivation.Within teams, Unilever's experience demonstrates that change can improve collaboration
and innovation or lead to resistance and conflict.Effective leadership plays a key role, with Unilever
emphasizing adaptive leadership to guide teams through transformation.The impact of position and
perception within Unilever reflects diverse visions of change; executives may see it as a path to growth,
while frontline employees may express concerns about operational disruption. Proactively planning for
change at Unilever involves leveraging systems theory, systems leadership and continuous improvement
models.These approaches enable Unilever to predict the connectivity of different departments, guide
the organization through change and promote a culture of continuous improvement.Responding to
change at Unilever includes impact analysis methods, including those proposed by Bohner and Arnold,
which provide a systematic approach to assessing consequences and developing strategies. Analysis and
communication with stakeholders is paramount in Unilever's transformation, ensuring transparency and
accommodating diverse perspectives.The Burke-Litwin model also helps Unilever streamline and improve
the change process, emphasizing the interdependence of different factors.

In summary, Unilever's experience highlights the importance of a holistic approach to change

management that takes into account individual, team and organizational dynamics, and leverages
effective leadership, Thoughtful systems and continuous improvement models for successful change
management.

Critical Evaluation of the Long-Term Implications of Change on Organizational

Behavior at Unilever
The long-term effects of change on organizational behavior at Unilever, a multinational consumer goods
company, are significant and need to be critically evaluated.Unilever has undergone transformational
changes to respond to dynamic market conditions, sustainability requirements and growing consumer
expectations.These changes have impacted many different aspects of organizational behavior, presenting
both opportunities and challenges.

An important implication of change at Unilever is the development of organizational culture.The

company's commitment to sustainability, reflected in its Sustainable Living Plan (Unilever, 2023), has not
only transformed the way Unilever conducts business but also permeates the company's organizational
philosophy.The long-term implication is a more environmentally and socially conscious workforce, in line
with Unilever's sustainability values.This cultural shift impacts employee behavior, promoting a sense of
shared purpose and values.

Additionally, the continuous pursuit of innovation and the ability to adapt to market trends are now
ingrained in Unilever's organizational behavior.The long-term implication is a more agile and responsive
workforce that can cope with industry disruptions.The emphasis on learning and development,
demonstrated through Unilever's commitment to a continuous improvement model (Unilever, 2023),
continues to shape a culture of continuous learning and adaptability.

However, it is important to critically assess the challenges arising from change at Unilever.Even when
addressed proactively, resistance to change can persist. Transforming organizational culture toward
sustainability may be met with skepticism or resistance from employees accustomed to traditional
business models.The challenge is to manage this resistance to ensure long-term commitment to the new
values.

Additionally, the pace of change and adoption of new technologies at Unilever can have an impact on
employee wellbeing.The long-term effects on work-life balance, job satisfaction and stress levels need to
be carefully studied. Unilever management must balance the benefits of technological advances with the
potential downsides to ensure a long-term positive impact on organizational behavior.

In summary, the long-term impact of change on organizational behavior at Unilever is multifaceted.The

development of an organizational culture towards sustainability and adaptability reflects positively on
employee engagement and innovation.However, challenges such as resistance to change and the
potential impact on employee wellbeing require critical assessment and ongoing strategic management.

lo3
Forces Driving and Resisting Change: Influence on Leadership Decision-Making at
Unilever
By exploring how the forces driving and resisting change influence executive decision making, Unilever
offers a compelling case study. At Unilever, resistance to change manifests itself at many different levels,
including individual, team and organizational motivation.Schein's model of organizational culture is
invaluable for understanding these obstacles. Unilever's workforce diversity and global footprint require
a nuanced approach to organizational culture, where leaders must manage and adapt cultural factors to
overcome protest.Individual perception of self-efficacy also plays an important role; Understanding
employees' beliefs about their ability to adapt is critical to helping leaders effectively adapt their change
strategies.

The use of force field analysis is a strategic tool at Unilever to understand resistance and support for
change.Leaders engage in thoughtful analysis of drivers and constraints, allowing them to make
informed decisions and develop strategies that minimize resistance while maximizing support for change
initiatives.

Leadership and Decision-Making Strategies: A Unilever Perspective

Unilever's leadership, characterized by its commitment to sustainability and ethical practices, adheres to
principles that guide effective decision-making.Respecting and valuing diversity is an integral part of
Unilever's leadership ethos, ensuring that decisions take into account a variety of perspectives.The
company's focus on sustainability aligns with its core values, demonstrating how ethical beliefs are
incorporated into management decisions (Unilever, 2023).

Speed of change is critical to Unilever's leadership.In the consumer goods industry, characterized by
rapid change and evolving consumer preferences, decisions must match the pace of change.Unilever's
proactive approach, evident in its Sustainable Living Plan, reflects a preventative and proactive stance,
demonstrating the company's commitment to staying ahead of industry trends (Unilever, 2023).

The impact of the scale of change is significant on decision-making at Unilever.Incremental adjustments

may be appropriate in some cases, while transformational changes are needed to address larger
strategic shifts.Unilever management must carefully assess the scope of change to ensure decisions are
consistent with the overall goals and objectives of the organization.

Responding to obstacles and resisting change requires an adaptive leadership approach.Unilever leaders
know how to communicate effectively, address concerns and foster a culture that supports change.
Learning from challenges and adaptive strategies are embedded in Unilever's approach, demonstrating
resilience in the face of resistance.

Investigating Forces for and Against Change and Their Impact on Leadership Decision-
Making in Organizations
Studying the dynamics for and against change is essential to understanding how leadership decisions are
shaped in organizations.Leaders must navigate a multitude of factors that promote or hinder change
initiatives, and these forces play an important role in the decision-making process.

Forces for Change:

Market Trends and Consumer Demands:
Impact on executive decision making: Unilever's 4,444 executives are asked to make decisions in
response to dynamic market trends and changing consumer preferences. The company's commitment to
sustainable practices and innovation in its product offerings reflects a proactive approach to meeting
growing consumer demands (Unilever, 2023).

Technological Advancements:
Impact on executive decision making: Unilever executives must make decisions that take into account
technological advances to improve operational efficiency and drive innovation.Investing in digital
transformation and data analytics demonstrates Unilever's commitment to staying at the forefront of
technological advancement (Unilever, 2023).

Regulatory Changes:
Impact on management decision making: Decisions at Unilever are influenced by regulatory changes,
especially in the areas of consumer goods and sustainability.Leadership decisions involve aligning
corporate strategies with the evolving regulatory landscape to ensure coForces impliance and
responsible business practices.

Forces Against Change:

Employee Resistance:
Impact on leadership decision making: Unilever leadership responded to employee resistance by making
decisions that prioritized effective change management strategies.The company emphasizes
communication, engagement, and cultivating a supportive organizational culture to minimize resistance
(Unilever, 2023).

Organizational Culture:
Impact on leadership decision making: Unilever's strong organizational culture can resist change.Unilever
leaders make decisions that respect existing cultural values while strategically making changes that align
with the company's sustainability goals and market needs.

Financial Constraints:
Impact on executive decision making: Unilever executives face decisions related to resource allocation,
balancing the need for change with financial realities. Leaders must make strategic decisions to allocate
resources effectively, support sustainability initiatives while ensuring financial stability.

Applying Force Field Analysis to Unilever

Force field analysis, a tool developed by Kurt Lewin, helps analyze the driving and constraining forces
that influence decisions. Applied to Unilever, this analysis provides insight into how these forces shape
management decisions.

Driving force at Unilever: Sustainable living plan: Unilever's commitment to sustainability is a strong
driving force.A sustainable living plan is a strategic initiative that guides decisions to align business
operations with environmentally friendly practices and societal expectations (Unilever, 2023).

Culture of innovation: Unilever's focus on innovation is the driving force. Executive decisions prioritize
product innovation, technological advancements and sustainable business practices to meet market
needs and stay ahead of competitors.

Resisting forces at Unilever: Cultural resistance: Unilever's current organizational culture can withstand
rapid change.Decision making involves carefully introducing changes that respect the current culture
while gradually moving toward sustainability and innovation (Unilever, 2023).

Budget constraints: Financial considerations act as a limiting force.Leaders make decisions that balance
ambitious sustainability goals with financial constraints, ensuring initiatives are economically viable and
aligned with long-term profitability.

In summary, this investigation of the drivers for and against change at Unilever shows how management
decisions are closely linked to the company's commitment to sustainability, innovation, and
innovation.new and responsible business practices.The application of force field analysis highlights the
dynamic interaction between driving and restraining forces, providing a deep understanding of the
decision-making context.

lo4
a range of change leadership approaches to change initiatives.
When recommending change leadership approaches for change initiatives at Unilever, a range of
strategies should be considered to suit the dynamic and global nature of the organization.The context of
each task, activity or challenge requires an appropriate leadership style and management approach.

Situational Leadership:
Situational leadership involves adapting leadership styles based on the specific context.Unilever, as a
global company with a diverse team, needs leaders who can flex their approach to adapt to different
situations.For example, a leader may adopt a more directive style in the early stages of a change
initiative and shift to a supportive style as employees adapt.

Transformational Leadership:
Transformational leadership is well suited to driving major changes within Unilever.Leaders who adopt
this approach will inspire and motivate employees towards a shared vision of sustainability and
innovation, in line with Unilever's Sustainable Living Plan (Unilever, 2023).Unilever's transformational
leaders strive to promote a culture of continuous improvement and adaptability.

Psychodynamic Approaches:
The psychodynamic approach examines the psychological aspects of organizational behavior.In the
context of Unilever, leaders can apply psychodynamic principles to understand and address the
unconscious factors that influence employees' reactions to change.This approach involves a deeper
exploration of employee emotions and motivations during change initiatives, thereby promoting a
supportive and psychologically safe environment.

Nudge' Theory and Influencing Behaviors:

Nudge theory, based on behavioral economics, can be applied by Unilever leaders to subtly influence
behavior and encourage sustainable practices.For example, implementing 'nudges' in the workplace
canteen or offering incentives for environmentally friendly choices could align with Unilever's
sustainability goals and encourage employees to positive behavior (Thaler & Sunstein, 2008).

By integrating these change leadership approaches, Unilever can effectively address diverse challenges,
foster a culture of innovation and sustainability, and respond to the unique dynamics of its global
workforce.

Analysis of Leadership Approaches and Models for Given Situations

When analyzing the use of leadership methods and models at Unilever, a multinational consumer goods
company, it is essential to consider the specific situations and challenges faced by the
organization.Unilever's commitment to sustainability, innovation and global operations presents a
unique context for leadership strategies.
Sustainable Initiatives: Transformational Leadership
Unilever, through its Sustainable Living Plan, aims to achieve ambitious sustainable development goals.
In this situation, transformational leadership is very important. Leaders inspire employees by presenting
a compelling vision of a sustainable future.Unilever's transformational leaders can motivate teams to
embrace sustainability as part of the organizational culture, driving innovation and responsible business
practices (Unilever, 2023).

Market Expansion and Innovation: Situational Leadership

Unilever regularly expands into new markets, each with its own challenges and opportunities. Situational
leadership is effective in this context. Leaders can assess the readiness and capacity of teams in different
markets and adjust their leadership style accordingly.For example, a more directive approach may be
needed in emerging markets, while established markets may benefit from a more participative
leadership style.

Organizational Culture Shift: Psychodynamic Approaches

Unilever's journey towards a more sustainable and innovative future involves cultural
change.Psychodynamic approaches can be helpful in understanding and fighting against change. Leaders
can delve deeper into the underlying psychological aspects of organizational behavior, thereby fostering
a supportive environment that recognizes and addresses the emotional aspects of change.

Employee Well-Being and Engagement: Nudge Theory

Unilever, like many organisations, recognizes the importance of employee wellbeing.Applying nudge
theory can influence behaviors that contribute to a healthier work environment.For example, creating a
workplace that subtly encourages healthy choices or work-life balance aligns with Unilever's
commitment to employee wellbeing and can improve performance overall of the organization.

Market Response to Technological Trends: Adaptive Leadership

Unilever operates in an industry affected by rapid technological change.Adaptive leadership is critical to
responding to these trends.Leaders must be flexible, adaptable, and willing to integrate technological
advances into the company's operations and product offerings.Unilever's use of these leadership
approaches is reflected in its Sustainable Living Plan, in which the organization uses transformational
leadership to drive sustainability initiatives (Unilever, 2023).

Additionally, situational leadership is evident in Unilever's global operations, where leaders adapt to
different market conditions.

Critical Analysis of Leadership Practices at Unilever: Navigating Dynamics and Resistance Unilever,
a global consumer goods giant, strategically deploys leadership practices to effectively manage the
changing drivers and resistances inherent to their dynamic industry.Applying transformational
leadership is aligned with Unilever's commitment to sustainability, driving a shared vision of a greener
future. Situational leadership proved important in the context of Unilever's global operations, allowing
leaders to adapt their style to the unique challenges posed by different markets.As companies undergo
cultural changes toward sustainability, psychodynamic approaches enable leaders to understand and
address the unconscious factors that influence employee resistance.Nudge theory is used tactically to
influence positive behavior, supporting Unilever's goals of responsible business practices. In the face of
rapid technological change, adaptive leadership becomes imperative to ensure Unilever stays ahead of
industry trends.This comprehensive and nuanced approach enables Unilever leaders to not only drive
change but also effectively manage resistance, fostering a dynamic and resilient organizational culture.
Reference:
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.

Bohner, G., & Arnold, M. B. (2010). A Model of the Process of Anticipating Management Change.
Management Decision, 48(2), 312–327. https://doi.org/10.1108/00251741011023791

Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of
Management Studies, 41(6), 977–1002. https://doi.org/10.1111/j.1467-6486.2004.00463.x

Burke, W. W., & Litwin, G. H. (1992). A Causal Model of Organizational Performance and Change. Journal
of Management, 18(3), 523–545. https://doi.org/10.1177/014920639201800307

Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.

Senge, P. M., Hamilton, H., & Kania, J. (2015). The Dawn of System Leadership. Stanford Social Innovation
Review, 13(3), 26–33.

Unilever. (2023). Sustainable Living. Retrieved from [Unilever Sustainable Living website]. (URL)

Thaler, R. H., & Sunstein, C. R. (2008). Nudge: Improving Decisions About Health, Wealth, and Happiness.
Penguin Books.

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16 Kopp , David M.. "Human
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19 Walshe , Kieran, Smith, Judith. "Healthcare
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