Howard Schultz joined Starbucks in 1982 as director of retail operations and marketing. He became CEO in 1987 and took the company from 17 stores then to 2,498 in 2000 when he handed the CEO role to Orin Smith and became chairman and chief global strategist. Smith retired in 2005 and Jim Donald became CEO. Two years later, during the depths of the recession Starbucks nearly drowned in its caramel macchiato. After decades of breakneck expansion under Mr. Schultz, tight-fisted consumers abandoned it. The company's sales and share price sank so low that insiders worried Starbucks might become a takeover target. So in 2008, by which point there were 15,001 stores worldwide, Schultz returned to the CEO role with what he called a "transformational agenda" that included wooing back customers, remodeling some stores and closing 900 others (predominantly in the United States), streamlining the supply chain and changing the executive team.
In his several decades of leading Starbucks, he provides a good example of a leader who has demonstrated both healthy and unhealthy leadership attributes.