How does Unilever display its commitment to leadership? Unilever was established in 1930 after an amalgamation of companies that existed before the 20th century. In the early years of its establishment, the company went through tough economic conditions courtesy of World War II and the Great Depression (“Case study 4: Unilever” n.pag). Further, the persistence of inflation in the 1970s forced Unilever to abandon more than two-thirds of its brands by selling them to rival firms or pulling out. In the end, Unilever managed to come out of that predicament. Currently, it is one of the world’s largest fast-moving consumer goods (FMCG) companies (Market Line 3). The company operates in Europe, America, Africa, and Asia. Its headquarters is in London, United Kingdom. As of December 2014, the company has 172,472 employees. The success of Unilever associated with the company’s commitment to leadership. Mainly, it displays its commitment to leadership through the corporate government, embracing organizational change and incorporating local cultures within the internationally accepted corporate framework. The leadership commitment of Unilever is founded on its corporate governance (“Case study 4: Unilever” n.pag). Notably, its Code of Business Principles mandates the company and its subsidiaries to conduct business operations within the internationally accepted principles of best practices. As such, the Code of Business Principles enables the company to comply with the best practices such as obeying the law, embracing vigorous competition, pursuing business integrity, promoting diversity, providing quality products and services to customers (Unilever Code of Business 2). Corporate governance constitutes the norm of the company. Remarkably, irrespective of the leader in charge, leadership commitment is always evident in Unilever. For instance, Patrick Cescau, a former chief executive, initiated the “One Unilever” model of corporate governance (“Case study 4: Unilever” n.pag). This approach pursued the expansion and decentralization of the company operations regarding leadership and management. Unilever, as a multinational company responds to diverse international environments. Through commitment leadership, Unilever manages to express diverse and sensitive responses based on cultural issues in question. According to Van Beek and Grachev, the response of Unilever’s leadership to cultural issues in its subsidiaries is based on strategic disposition (from ethnocentric to geocentric level) and strategic configuration (from multi-domestic to global level). The cultural sensitivities influence Unilever’s ability to prevail over cultural frictions. Besides, the response enables the company to transfer competencies and ethical behaviors past national borders. Further, Unilever demonstrates its commitment to leadership through organizational culture and practices. According to Paul Polman, the current Unilever CEO, every individual in the company is a leader, so long as he/she influences someone else positively (“Case study 4: Unilever” n.pag). As such, Polman’s argument demonstrates that Unilever considers leadership as one of its core competencies. Notably, this consideration has a strong influence on leadership development and leadership behaviors in the company’s international op