Howard Schultz Transformational Leadership through the Four Is

Transformational Leadership Through Idealized Influence I feel much of Schultz's style of idealized influence

Transformational Leadership Via Inspirational Motivation The connection of the Starbucks company, its customers, and

Transformational Leadership With Intellectual Stimulation Requiring 25 -hour training sessions on the history of

Transformational Leadership By Individualized Consideration The extensive knowledge of employees has allowed them to

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Howard Schultz: Transformational Leadership through the Four I's By: Matt Sutton

Transformational Leadership Through Idealized Influence I feel much of Schultz's style of idealized influence comes from growing up in the housing projects of Brooklyn, NY in a highly diverse neighborhood. Interested through athletics, Schultz always had a competitive determination to win. When he discovered the flavor and infinite methods to sell arabica coffee beans through his Xerox customer Starbucks, Coffee, Tea, and Spice, back in the early 1980 s, he knew coffee had an opportunity of becoming an entrepreneurial fortune. The weight of the opportunity was further increased after Schultz observed the romantic culture of espresso bars in Milan, Italy. He was certain that coffee was the golden commodity to make billions. Presenting his Starbucks business concept, raising capital, locating real estate, creating the brand, and preparing for growth were the inluences Schultz impacted on when he presented his vision to partners and management recruits.

Transformational Leadership Via Inspirational Motivation The connection of the Starbucks company, its customers, and the community is what inspired thousands of people to become employed as baristas or other positions within Schultz's organization. Hiring committed and enthusiastic employees formed a culture of knowledge and a lifestyle passion of coffee brewing. Offering health benefits and other perks to employees only working 20 or more hours a week kept retention high and provided a safety net for followers to feel secure and proud for being a part of a caring company. Providing a cozy, jazzy environment for customers to work in kept morals up and positive attitudes to personalize customer requests.

Transformational Leadership With Intellectual Stimulation Requiring 25 -hour training sessions on the history of coffee, product offerings, customer service, and beverage preparation ensured all employees were wellknowledged to earn the title of barista. Schultz and his executives called training a "strategic commitment, " crucial to the company's image and culture. The quality of coffee beans was extremely important if Schultz wanted his brand to be a part of everyday life for millions of Americans and internationals.

Transformational Leadership By Individualized Consideration The extensive knowledge of employees has allowed them to brew through their own preferred methods, as long as it is efficiently prepared and served to meet the customer's desires. Collaborative teams were formed to innovate the brand into other areas besides retail, such as direct mail and supermarkets for whole bean sale, instant use, canned packaging, and ICE CREAM! Innovative communication between Schultz, managers, employees, partners, and customers was critical for identifying and building awareness in the international markets. Employees from bottom to top have been continuously up to date with leading the way in innovative coffee ideas due to trends noticed from customer preferences.