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Leadership Styles:
Ethical Challenge for the NextUnilever – Weleda Leaders
Introduction
Leadership style and actions of senior management can also make a difference inwhether or not the merger or acquisition is successful and therefore needs to beconsidered during the initial planning phase (Covin et al., 1997; Lind and Stevens,2004). This theory applies to Unilever-Weleda acquisition that has occurred. Leadershave to realise the challenging nature of acquisition
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and acknowledge that it isspecial circumstance.
Objectives
 This paper is defining the different styles that are suitable for Unilever-Weleda afterthe acquisition, with special emphasis on corporate ethics, since Weleda is a strongnatural, ethical, organic beauty products producer.
Leadership: The Styles
If leadership is a process of influencing other people’s attitude and behaviours, as itis defined by Chaney (2004, p 180), then it has to be proficient to influence them ina positive way, directing them in their path of wilderness, and finally, helping themto achieve the corporate. As a leader (Kouzes and Posner, HBR Magazine, 2009),one of the most essential characteristics is honesty. Second is forward-looking –having a vision. These two characteristics are the least two things that have to be inthe leadership styles for Unilever-Weleda.Furthermore, the styles require a thorough understanding to overcome confusion,demotivated employees, or uncertainty about the future, because of the acquisition.In Monash Business Review [online], it is stated that the leaders should be “very
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A KPMG survey found that “83 percent of mergers were unsuccessful in producing any business benefits regardsshareholder value” (KPMG, 1999, cited at Bertoncelj and Kovac (2007) [online[)
 
relationship driven, which enables them to listen effectively and not to jump atmaking judgement.”With various theories about leadership (styles) and literatures listing many differentleadership styles, the writer can finally suggest four different leadership styles:1.Transformational Leadership The essential style is transformational, because transformational leaders arethose who can motivate their followers – giving vision and inspiration - to domore than originally expected based on their original level of confidence towardsaccomplishing desired outcomes. Transformational leadership occurs when aleader: raises the level of awareness about the importance and value of desiredoutcomes, alters or expands the wants and needs of followers, and/or getsfollowers to transcend their own self-interest for the sake of the group (Bass,1985).2.Situational LeadershipAccording to Work Solution [online] most transformative leadership can switchbetween different leadership styles depending on context requirements, whichmake them having situational leadership. Lind and Stevens (2004) have arguedthat leaders need to take a contingency approach and adapt their leadershipstyles as required to best achieve this acquisition objectives.3.Charismatic LeadershipBeside the first two-essential styles, leaders have to be charismatic. Charismaticleadership style is highly enthusiastic and motivates others with energy – whichis needed in this particular situation (Work Online [online]).
 
4.People-Oriented LeadershipIn this situation, leaders need to be relationship-driven, as stated above. Thus,the focus is more on people management rather than task management. It willresult in strong employee engagement (Work Solution [online]), as the nature of Weleda corporate culture. Yet, since situational leadership style is too important,the leaders have to be capable to switch: people and task – because task (post-acquisition works) is also important.
Leadership and Corporate Ethics
When it comes to corporate ethics – the state of what is right or wrong – leadershipstyle cannot be “situational”; leaders need to have integrity. According to FrankNavran (cited in Coady, 2009, Power Point Presentation Internal Communication),leaders are required to apply PLUS
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: Policies, Legal, Universal and Self. Having a firmstand point, leaders will be an example in regards to corporate ethics. Staffs will seebehaviours that are exhibited by leaders or senior managers, with which they modelthemselves on as an indication of what is expected by the organisation and what ismost likely to result in success (Coady, 2009). The strategies and systems whichleaders develop and implement also play a crucial role in defining the context fordecision-making, such as:
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Which behaviours are rewarded?
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Which activities are governed by strict guidelines and procedures?
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Are actions consistent with documented codes of conduct?
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P = Policies: Is it consistent with my organization's policies, procedures and guidelines?L = Legal: It is acceptable under the applicable laws and regulations?U = Universal: Does it conform to the universal principals/values my organization has adopted?S = Self: Does it satisfy my personal definition of right, good and fair?
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