answer the following questions
1-Leaders who use conceptual skills use a variety ofapproaches including creating a vision or strategic plan to make acompany better. How did Howard Schultz use a variety of skills andalso show that he was a conceptual leader?
2-How does creating a constructive climate contribute toemployee productivity? How did Schultz encourage this atStarbucks?
3-What do you find appealing about Schultz’s leadershipin terms of his traits?
Chapter two focuses on important leadership traits. One of thosetraits, integrity, is a very principle based (Northouse, 2015)trait. Howard Schultz, in addition to being the current executivechairman and former CEO of Starbucks, is also somewhat an activistwho stands strongly for his principles and leads by them. Howardhas actively driven for societal change in many problematic areasthat our country faces, including the student debt crisis(Foroohar, 2015). Howard also puts his money where his mouth is.Through a partnership with Arizona State University, Starbucksoffers full tuition coverage toward a bachelor’s degree for all ofits eligible full and part time employees. This offering shows thatHoward Schultz both lives and leads by his principles.
Schultz also has the confidence to take on controversial socialand political topics, the sociability to meet with groups of peopleto discuss the issues, and the charismatic leadership traits thathave some media outlets suggesting he may someday be a presidentialcandidate (MLA 8th Edition).
Chapter 5
This chapter focuses on two major elements of the behavior ofleaders – attending to tasks and attending to relationships. Howardhad his focus on meeting goals in life, making him a more vibrantleader who wanted tasks accomplished through his will. This wasevident when he suggested changes to Starbucks with the aim oftransforming the company’s economic value. As much as his directorswere not in support of his moves, Howard never minded their takeand moved on with his plans. The move prompted him to come up withII Giornale and later bought Starbucks (Biography.com, 2018). Thisis an example of Howard attending to tasks as discussed in chapter5.
Additionally, Howard must exhibit the second leadership behaviorfrom the text: attending to relationships. An example of this iswhen Howard attended a job fair and interviewed young job seekers,getting to know them and hiring many without ever revealing that hewas the CEO (Stein, 2017).
Chapter 6
Chapter 6 discusses development of conceptual, interpersonal,and administrative core leadership skills. In the late 1980’s,Schultz was able to get Starbucks and multiple locations, as one ofthe first steps in his ambitious expansion of the company,(Business Insider 2017). Since Schultz has taken over, he hasexecuted his strategic business plan and expanded to over 27,000Starbucks locations in 75 countries. This is an example of Howardusing his conceptual skills to set a vision for the future, andthen bring that vision to life.
Schultz also demonstrates this chapter’s interpersonal skills toboth interact on level with his many managers at town hall meetingswhile graciously fielding their questions (Meyers, 2005), and sitdown and interact with prospective baristas without revealing hisidentity (Stein, 2017). Additionally, the ability to successfullyinteract and direct his managers as well as interview and hirebaristas shows the administrative leadership skills of thischapter.
Chapter 8
Workplace environment contributes to the employees’ productivitysince individuals are motivated by the level of interaction intheir line of duty. Performance is determined by the kind ofleadership in place, making it necessary to evaluate differentstyles implemented by different leaders. This paper focuses on howHoward Schultz implemented his leadership approach and the kind ofimpact he created for the Starbucks Company in relation to whatchapter eight demonstrates towards climate construction. Thesediscussions aim to help the reader in making crucial decisions whendetermining the future of an organization.
Creating a conducive climate at the workplace demands properanalysis of various factors. Companies that are pro diversityencourage employees and motivate them to increase productivity.Howard communicated the structures of the company to otherstakeholders with the aim of clarifying his moves. The norms wereclear to any person who could observe the operations and the kindof decisions that he made to help in the success of the company.The practice could be visualized through the rate at which thecompany opened stores on a daily basis. As much as his approachyielded good returns, it is also vital to note that his support togay marriage played a significant role in the challenges that facedthe organization. When put to task to explain his motive he wasarrogant and directed those uncomfortable with his belief to selltheir shares and seek a better option. According to chapter 8 ofthe book, climate construction plays a crucial role in determiningthe future of the company where norms are defined, and differentstructures explained to employees (Northouse, 2015).
Chapter 12
Chapter 12 is about overcoming obstacles. One strategy is known aspath-goal strategy which dictates how leaders can help others toovercome these roadblocks. Path-goal leadership lays out sevenmajor obstacles: (1) unclear goals, (2) unclear directions, (3) lowmotivation, (4) complex tasks, (5) simple tasks, (6) lowinvolvement, and (7) lack of challenge (Northouse, 2015). HowardSchultz has created a culture at Starbucks that helps to minimize,if not remove, these obstacles from occurring in the firstplace.
One of the ways that Howard Schultz ensures his employees avoid theissue of low involvement is by letting his managers know that theycan act as leaders. He also encourages pushback, according to SusanTardanico who is the CEO of the Authentic Leadership Alliance(Lebowitz, 2016).
Howard once closed his stores for 3.5 hours one day to retrainall of its baristas (Starbucks lingo for employee) to ensurequality products were being delivered to customers despite the factthat this move cost the company $6 million because of thoseclosures. This is an example of both clarifying goals, quality ofthe end product, and overcoming low motivation by making sure hisbaristas were adequately trained and feeling competent in what theywere doing.
Starbucks has created a culture that allows its employees to feellike they’re making a difference in their everyday lives. They havea culture of inclusion, prompting their employees to want to beinvolved and challenged. They have clear directions and followspecific guidelines for how to act and they are all expected tobehave according to those guidelines. This culture created bySchultz helps overcome low motivation as described in thechapter.
