This article aims to examine the life of Howard Schultz, the CEO and founder of Starbucks Corporation as we know it today, in light of relevant leadership concepts. Lessons that can be learned from his life and leadership are also identified, including the extent to which his life and the messages he learned reinforce or contradict leadership concepts. According to Bennis and Thomas (2002), a leadership crucible is an ordeal that led to deep reflection that forced them to examine their values ​​and consequently be more sure of themselves and their purpose. Howard Schultz's debut was that crucible. Schultz was deeply affected by his father's struggle to provide for his family growing up. He often had to lie to bill collectors, and seeing his father leave without savings or a pension, Schultz vowed that if he ever had the means, he would leave no one behind (Schultz, 2012). Schultz's early concerts gave birth to deeply rooted values ​​that continue to guide him. Terminal values ​​are the goals that an individual aspires to achieve (Krishnan, 2001). Schultz values ​​success, equality, and happiness, to name a few (Schultz, 2012). Instrumental values, on the other hand, are the techniques that a person uses in their efforts to achieve their goals or values ​​(Krishnan, 2001). Schultz's instrumental values ​​include responsibility, honesty, and concern for others. Schultz's leadership is consistent with that of values-based leadership in that his values ​​and those of Starbucks are consistent. He does not compromise on fundamental principles and leads by example (Dean, 2008, p. 61). One lesson that can be learned is that a strong set of good values ​​is important to becoming a great leader, which is consistent with the concept of values-based leadership,...... middle of article ......, 3(4 ), 270-287Krishnan, VR (2001). Value systems of transformational leaders. Journal of Leadership and Organization Development, 22(3), 126-132.McCormick, M.J. (2001). Self-efficacy and leadership effectiveness: Applying social cognitive theory to leadership. Journal of Leadership & Organizational Studies, 8(1), 22-33. Nutt, PC and Backoff, RW (1997). Create a vision. Journal of Management Inquiry, 6(4), 308-328. Perreault, WD and Miles, RH (1978). Influence strategic mixes in complex organizations. Behavioral Science, 23(2), 86-98. Sashkin, M. (1988). The visionary leader. Shamir, B. and Eilam, G. (2005). “What’s your story?” A life story approach to authentic leadership development. The Leadership Quarterly, 16(3), 395-417. Westley, F. and Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Review, 10(S1), 17-32.