Introduction An individual's leadership performance may depend on the ability, commitment, and values ​​to effectively lead others to become self-fulfilling members of the organization. Through the process of training, coaching and collaboration, leaders can help stakeholders evolve and gain the ability to sustain performance results. According to Seligman and Katz (Watson, Papamarcos, Teague, & Bean, 2004), values ​​are those traits possessed by individuals that define desirable behaviors and actions. These values ​​can determine an individual's ability to perform in the workplace. Value-driven organizations create a cycle that, through effective leadership, fuels value creation for all stakeholders in the organization. Therefore, it is imperative that the organization attracts and retains those individuals with values ​​closely aligned with the organization (Watson et. al., 2004). In 2008, as Starbucks stock prices continued to decline, CEO Jim Donald was fired, making way for the return of the former president and architect of the world's leading specialty coffee roaster (Harris, 2008). Howard Schultz, who served as CEO from 1987 to 2000, has returned as president of the organization, promising to bring the company closer to customers by re-establishing the "emotional attachment" and values-based structure that l he Seattle-based company had experimented once during its transformational leadership (Harris , 2008). Schultz's commitment was to continue to provide a consistent experience that created satisfied customers by creating a new customer loyalty program and leveraging its resources and relationships with stakeholders (Harris, 2008). This paper will examine the company's value-based structure and describe the organization... half of the paper... In a shock, Starbucks fires the CEO and replaces him with Schultz. seattlepi.com. Retrieved from http://www.seattlepi.com/business/346397_sbuxdonald08.htmlKlenke, K. (2005). Corporate values ​​as multilevel and multidomain antecedents of leader behaviors. International Journal of Manpower, 26(1), 50-66. Padaki, V. (2000). Dealing with organizational values. Development in Practice, 10(3/4), 420-435. doi: 10.1080/09614520050116578Rolph, A. (2011). Starbucks CEO asks for $5 donations to create jobs. Retrieved from http://blog.seattlepi.com/thebigblog/2011/10/04/starbucks-ceo-asks-for-5-donations-to-create-jobs/Starbucks. (2011). Retrieved from http://www.starbucks.com/Watson, G. W., Papamarcos, S. D., Teague, B. T., & Bean, C. (2004). Exploring the dynamics of corporate values: A self-affirmation perspective. Journal of Business Ethics, 49(4), 337-346.