Leadership Profile

Leadership Profile

Name

LDR/300

Date

Instructor Name

Leadership Profile

Starbuck is one of the biggest coffeehouse chains all over the world, serving every type of coffee and teas. Starbucks opened in 1971, striving for profitability and social conscience. Even do Starbucks strives to create a culture value by creating respects to diversity it is necessary to developed future leaders that encourages everyone to engage and be a part of the organization therefore everyone would look forward to working at Starbucks.

In this paper we will brainstorm, research and prepare a written profile that will compare and contrast of common leadership traits in this industry, show methods for developing leaders, demonstrate strategies for how industry leaders balance competing values and give a proposal to avoid managerial derailment and failure.

When it comes to Starbucks they are not alone in spending the big money on developing leaders they have spent on estimated $67Billion dollars on training in 2011. When it comes to Starbucks the name is fitting for the method of developing leaders. It’s called Starbucks leadership lab. In this lab they have stations set up to walk the new store manager through problem solving; they show these new managers sales suggestions. One prime example is the tea because it has the highest profit measures.

Starbucks Regular physical exercise is certainly of value.  What many leaders miss, however, is the need to develop their hearts in other ways beyond exercise that are even more important:  ways that produce the character strengths of love, kindness, compassion, gentleness and empathy. 

Starbucks likes to think A leader whose character is missing these strengths may have power over others but will never lead that moves people to give their best efforts and align their behavior with the leader’s goals.  This truth is expressed in sayings such as you have to “earn the right to be heard” and “people don’t care what you know until they know that you care.”

When you take a good look at 75 percent of employees in America today are not engaged at work.  They show up for the paycheck but don’t give their best efforts.  Part of this is because they don’t feel connected to their leaders. From where they sit, their leaders appear heartless and could care less about them.  That’s why cultivating the hearts of leaders is especially important to Starbucks

To develop heart, we must care about and serve others, including the people we lead: our colleagues at work; our spouses, children and parents; our friends; and the less fortunate in our midst who have nothing to give back to us. Care about and serve the people in your life and in your community, and you will develop the strength of heart that helps you connect.

While Starbucks career aspirations of the people who report to you and help them learn and grow in ways that advance their careers. If you’re a leader, you can develop the heart of the people you lead.

Industry leaders balance competing values and priorities by creating a Quadrant. Value- enhancing activities in the Create quadrant deal with innovation such as the company’s products and services. An example of value creating activities in the quadrant would include innovative product-line extensions, radical new process breakthroughs etc… By looking to their customers for help such as by providing feedback an filling out surveys and questionnaires, Starbucks can shift focus on the items that are bringing in revenue and eliminate the products that aren’t.

Another strategy is by using a diversified innovation approach. The leaders could allow the employee’s to come up with new products a based off the consumer’s feedback can determine if the products can continue to be marketed. Leaders should promote personal development and career planning within the workforce. They should also place emphasize on team developments and create a shared vision and shared values.

If the leaders and the employees are both on the same page as to the direction that the company is steering towards, this allows for more stability and foundation and less conflicts in the production of prioritizing a balancing competing values.

It’s the responsibility of the leaders, to shift focus by coming up with beneficial ways to accomplish this. Expanding the company’s product line of service is also an effective way of competing values and priorities. Leaders should reflect on what the priorities of its consumers are a build their mission statement based off these conclusions.

At Starbucks, we want all of our employees to have successful careers. Although Starbucks has different methods in place for developing leaders and strategies to teach our employees how to balance At Starbucks, we want all of our employees to have successful careers.

Although Starbucks has different methods in place for developing leaders and strategies to teach our employees how to balance competing values and priorities, we work hard to avoid managerial derailment and failure. “Managerial derailment and failure occurs when smart, ambitious, and upwardly mobile people manifest one or more sets of career-limiting behaviors (Hughes, Ginnett, &Curphy, 2009, p. 291).

In order for Starbucks to avoid managerial derailment and failure, it is important for us to identify the dysfunctional tendencies associated with management derailment and failure. Managerial derailment patterns include the inability to build relationships with coworkers, failing to meet business objectives, the inability to build and lead a team, and the inability to adapt. Managers who lack the ability to build relationships with coworkers are often arrogant, competitive, insensitive, demanding, and believe they are truly better than everyone else.

To avoid managerial derailment and failure Starbucks looks for a leader who will take personal responsibility for their own mistakes. On the other hand, a manager facing derailment and failure is more likely to blame others when something goes wrong and tell lies.

Managers who cannot build and lead teams disempowered those who work for them, which results in the rest of the team feeling disengaged with their work. When a manager is lacking the ability to adapt to new bosses and different cultures and structures they are likely to face managerial derailment and failure.

One way Starbucks can identify these dysfunctional tendencies associated with management derailment and failure is through the implementation of a 360-degree performance review, which will provide us with feedback regarding management’s performance including their strengths, weaknesses, and development needs.

Starbucks will also use the managers individual development plan (IDP) to address the key areas for improvement. Once the areas of improvement have been determined, Starbucks will provide the necessary coaching or mentoring to develop the confidence, competence, and credibility needed to avoid managerial derailment and failure.

In conclusion Starbucks and any other company needs a good leadership program and it is extremely necessary that a good and profitable developing plan is in place for the leaders and the company to success. When a good leader is in place it will make brilliant leaders that for sure help Starbucks head in the right direction.

Reference:

: Hughes, R. L., Ginnett, R. C., &Curphy, G. J. (2009). Leadership: Enhancing the (6th ed.). Retrieved from The University of Phoenix eBook Collection database..

Nahavandi, A. (2000). The Art and Science of Leadership (2nd ed.). Upper Saddle River, NJ:

Prentice Hall.

The Role of Values in Leadership: How Leaders’ Values Shape Value Creation Author: Scott Lichtenstein

Five Pillars for Leading the Client-Focused Organization Author: Joseph Neubauer