Created a company based on his vision of excellence Focused on empowering and instilling pride in bottom line employees Acted as a role model to all

• Created a company based on his vision of excellence• Focused on empowering and instilling pride in bottom line employees• Acted as a role model to all• Inspires • Challenged own ideas and ways of managing

Howard Schultz: Transformational Leader

By: Wayne Riehm

Washington D.C. Shooting at Starbucks (3 Murdered) Howard’s response

Dropped what he was doing to delivered the bad news to families Made empathy his priority

Idealized Influence (Being a Role Model)

• When Schultz returned as CEO in 2008 his focus was on creating jobs in America– He not only wanted to sustain his business but also

improve the economic climate of the nation

Creating the Starbucks BrandRequired employees to learn about the process of

coffee, so they could share this with guestsIntense training for superb serviceQuality in the product, appearance and service

Inspirational Motivation

These factors contributed to motivate employees by empowering them and giving them a job they could feel prideful about.

Intellectual Stimulation “Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision- making…” -Howard Schultz

• Giving his team the autonomy and freedom to make decisions.

“Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo. Find new ways to see. Never expect a silver bullet. Get your hands dirty. Listen with empathy and over-communicate with transparency.” -Howard Schultz

• Challenging one’s own beliefs and the status quo.

Individualized Consideration

“Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day. You can't expect your employees to exceed the expectations of your customers if you don't exceed the employees' expectations of management. That's the contract.” - Howard Schultz

• Supportive Climate

• In 2008 when the company was performing poorly he came back as the CEO and needed the help of his people. He needed people who believed in the company and posed the question to his management essentially saying if you don’t believe in the company it can’t be successful.