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Starbucks Leadership Profile
To: Starbucks Senior Vice President of Partner Resources (Human Resources) Valerie Danna
& Lucy Hurr
Subject: Recruiting and Developing Starbucks’s Future Leaders
Thesis Statement
Starbucks will be recruiting and developing future leaders based on certain criteria to ensure that
the right leaders are given the opportunity to excel while being an asset to the organization.
Starbucks Summary
Starbucks has been around since the 1970s and has been expanding since CEO and Chairman,
Howard Schultz joined the company in 1982 as director of operations (Starbucks Corporation,
2016). Currently, Starbucks has been undergoing some organizational and leadership changes
over the past decade with some negative results and some positive. Starbucks is the industry’s
largest coffee shop or coffeehouse, according to Pauline Meyer (2015) of Panmore Institute.
Organizational structure must match the needs of the business in order for the company to
flourish as a whole, which is why leadership structure has also been updated. The main
operations include the following: a Functional structure or hierarchy where there is “top-down
monitoring and control,” (Meyer, 2015), Geographic divisions where it has been split into three
regions (China and Asia Pacific; Americas; and EMEA {Europe, U.K., Middle East, Russia, and
Africa}), Product-based divisions which addresses product lines like coffee, teas, baked goods,
and cups or mugs, and lastly Teams which is where the employees (partners) come into play and
where the consumer/end-user interaction takes place.
With this in mind, future leaders must be able to fit into the high-paced, ever-expanding
environment, which aids in the high demand for quality coffee products. Making sure that the
vision and goals of top management are aligned with that of Starbucks’s vision and goals is
essential.
Desired Leadership Traits
Starbucks has some leadership qualities that are important to seek in future leaders in order to
further develop the company and the needs of its partners. Some of those qualities in potential or
existing candidates are traits that cannot be learned, and are already possessed by individuals.
Intelligence to a certain degree along with integrity, trustworthiness, and determination are the
main desired leadership traits that leadership, across the board, should have in order to be set up
for success. Leadership roles that work directly with customers, partners, stakeholders, or even
third parties should be somewhat creative, motivational, motivated, and sociable. This is because
they have to be able to creatively solve problems, communicate goals and communicate changes
clearly to others, and in some cases may need to be able to negotiate. These desired leadership
traits are important to the foundation of the company and its counterparts. Some traits will
determine strengths and weaknesses in leaders, which will help determine where they should be
placed in the company or if they should be placed at all.
Desired Leadership Skills
There are skills that are great to have when joining or developing as a leader in the organization
and some of these skills can be learned over time. Different departments or roles require different
types of skills when referring to technical, human, or conceptual skills. Communication is also a
major skill to have in just about any organization in order for things to run smoothly. Human
skills consist of communicating properly with multiple people within the organization, whether it
is to inform, motivate, or create culture (University of Jyväskylä, n.d.). If Scott Pitasky, leader of
partner resources, is noticing the decline in a partner’s participation or attendance, then a proper
conversation needs to be had. In the same sense, a reward or recognition should be given to a
partner who is exceeding or progressing in their role (Starbucks Corporation, 2016). Having
technical skills is important for leaders such as Matt Ryan who deals in strategic intelligence, or
Gerri Martin-Flickinger who is the technology leader (Starbucks Corporation, 2016). They must
have knowledge in particular areas in order to run their part of the ship correctly, to support the
operations in the rest of the company. Success or failure in one particular unit may cause a
domino effect of success or failure in other areas of the organization. Lastly, conceptual skills are
important in leadership roles because there will be unpredictable and predictable problems that
arise, which will need to be solved and there will opportunity for growth that should be
recognized. So the conceptual leaders can come up with the best solutions based on what they
have to work with as well as asking the what if questions and relating ideas to the organization’s
future success (University of Jyväskylä, n.d).
Desired Leadership Styles
Desired leadership styles are ones that are adaptive and can be applied to case-by-case situations.
These styles require balance between task behaviors and relationship behaviors. Some leaders
are more transactional, where they only care about driving results and may not care about the
needs or feedback of the employees who are responsible for producing these results. Whereas
Starbucks prefers transformational leaders and servant leaders like President and Chief Operating
Officer, Kevin Johnson, because they care about the growth of partners and make sure that
proper support is provided in order to optimize performance in reaching common goals
(Starbuck Corporation, 2016). Transformational leadership allows partners to take accountability
and involves motivational aspects of leadership along with authentic leadership. Authentic
leadership inspires team members, makes communication easier, and creates trust in the work
environment (Mind Tools Ltd, 1996-2016). Laissez Faire leadership is the least desired form and
would not work effectively in the Starbucks organization because leaders need to be involved
and sociable in order to communicate and work properly together toward common goals. It is
important for Starbucks’s leaders to display concern for people, which will yield and support
their concern for results (Mind Tools Ltd, 1996-2016).
Desired Leadership Behaviors
Leadership behaviors involve a combination of the traits, skills, and styles of leaders. They are
influenced by individual personalities, experiences, and abilities, whether learned or innate. In
Starbucks’s organization, there is no one-leader-fits-all areas type of profile. However, there are
some behaviors that are great to have or obtain in order to take advantage of leadership
opportunities and to support growth. “The company needs fully-dedicated leadership to create a
true global retail organization,” Howard Schultz. An ideal future Starbucks leader will display
motivation, inspiration, trust, relationship building, respect, recognition, and transparency where
it is necessary depending on their position and responsibilities (Starbucks Corporation, 2016).
Some of these leadership behaviors are said to drive commitment and satisfaction in the
workplace (Folkman, 2010). Leadership behavior is important for driving the right kind of
culture in an organization and leaders tend to take the fault for things going wrong, while
employees get more of the credit for the things that work well. Starbucks leaders are expected to
behave in a way that will help create other great leaders to carry on the positive reputation and
culture of the Starbucks Corporation (Starbucks Corporation, 2010).
Informal Outline
1. Commonly desired leadership traits and importance
a. Traits that stand out in leaders (creative, motivated, intelligent, trustworthy, integrity,
determination, sociable)
b. Different leaders who possess those traits
c. Personality traits
2. Commonly desired leadership skills and importance
a. Technical, human, and conceptual skills
b. Skills that are learned or developed and can help shape leaders
c. Flexibility, motivational, and cognitive skills
3. Commonly desired leadership styles and importance
a. Leaders actions toward subordinates (servant leader- Kevin Johnson)
b. Task behaviors versus relationship behaviors (Transformational/ Concern for people and
results, balance)
c. Scale (Concern for people compared with concern for results)
4. Commonly desired leadership behaviors and importance
a. Listening and other desired skills in this industry
b. Importance of being a leader and not just a manager or other title.
5. Discuss standard Methods for developing leaders in this industry. Why are they important to your
chosen organization?
a. Culture Development
b. Failure is the Leader’s Fault
6. Describe strategies for how industry leaders balance competing values and priorities and avoid
failure
a. Collaboration (Implementing solutions that will last)
b. Control of Operations
c. Innovation
d. Sustainability
7. Provide a word picture of the ideal candidate. Does your organization value managers or
leaders?
a. Be eager to learn and grow more and encourage other do grow as well. Knowledge of the
business and what affects it as well as what makes it succeed. Ability to influence others,
recognize talent and reward ideas.
b. Extremely flexible, recognizes that all employees from bottom up are valuable.
References
Joe Folkman (2010). Zenger/Folkman. Top 9 Leadership Behaviors That Drive Employee
Commitment, Retrieved from
http://zengerfolkman.com/wp-content/uploads/2013/05/ZFA-9-Behaviors.pdf
Katz (1974), University of Jyväskylä. Leadership Skills Approach, Retrieved from
http://users.jyu.fi/~naabouck/paper/Leadership_Chapter3.pdf
Meyer, P. (2015), Panmore Institute. Starbucks Coffee Company’s Organizational Structure,
Retrieved from http://panmore.com/starbucks-coffee-company-organizational-structure
Mind Tools Ltd (1996-2016). Types of Leadership Styles, Retrieved from
https://www.mindtools.com/pages/article/newLDR_84.htm
Starbucks Corporation (2016). Starbucks Newsroom: Building Trust, Leading With Courage,
Retrieved from https://news.starbucks.com/news/message-from-howard-schultz-the-bestversion-of-ourselves
Starbucks Corporation (2016). Starbucks Newsroom: Executive Team, Retrieved from
https://news.starbucks.com/leadership/howard-schultz
Starbucks Corporation (2016). Starbucks Newsroom: Leadership Team, Retrieved from
https://news.starbucks.com/news/starbucks-strengthens-senior-leadership-team

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