ABSTRACT

The research was carried out to strategically assess the transformational leadership of Procter & Gamble as a correlate of the company’s overall cultural epithets. It examined the level to which leadership attributes are evident in the company’s culture and its association with the existing culture. The research was designed in a qualitative method, mainly utilizing social constructs and theoretical relationships to explore the variables of interest. The use of mainly secondary sources of data facilitated inductive and deductive thematic analysis using NVivo version 11. Patterns and trends from the sourced data were identified and utilized to identify common themes from various authors' studies reviewed. Based on established themes, research questions were answered, referring to the objectives. Data collection and collation were facilitated with the aid of Nvivo version 2011. The search for data was enabled through the Anglia Ruskin library. Bibliometric databases include Emerald Insight, Science Direct, and Google Scholar. The sourced data amounted to various documents available in a wide variety of articles and journals. Out of about 10 major informative materials, five (5) articles were selected for the analysis as they represented the most focused and most recent data regarding transformational leadership at Procter & Gamble. Due to the thematic nature of this research analysis, with the permission of the research supervisor, the major findings from the five datasets are being merged into the same chapter as the analysis of the data. Conclusion was made in the study that P & G is deeply imbedded in transformational leadership behaviour that correlates with the assumption and principles of transformational leadership. Therefore, the assumption that the company had established a culture based on a charismatic approach was corroborated.