Beyond hierarchies: A new framework for Shingo-Aligned leadership

Purpose This article aims to examine the need in continuous improvement environments to address mental models of formal authority, or role-based leadership (RBL), that restrict the development of systemically distributed non-role-based leadership (NRBL). Although the Shingo Model calls for systemic leadership engaged by people at all levels, organizations are guided by underlying paradigms that equate leadership with authority. These paradigms create gaps between stated principles and enacted leadership behaviors, limiting the system-wide leadership capacity in complex operational environments. This article uses the Shingo Model to demonstrate how confronting these paradigms facilitates more effective integration of RBL and NRBL, thereby supporting the distributed leadership necessary for continuous improvement. Design/methodology/approach Drawing on interdisciplinary leadership theory and organizational research, the article critiques five common paradigms that potentially limit distributed leadership across organizations and the success of continuous improvement strategies. NRBL is explored based on shared, relational and adaptive theories as distinctive examples that align with Shingo’s principles and objectives. The NRBL theories are translated into strategies that can be used in efforts to expand system-wide leadership. Findings This conceptual analysis finds that the Shingo Model’s systemic view of leadership is difficult to implement when dominant assumptions continue to anchor leadership in formal authority. While individuals in formal positions draw on both directive and relational behaviors, mental models about leadership limit their ability to adopt the enabling practices required for NRBL. As a result, distributed leadership remains limited, and leadership behaviors are not consistently integrated into the daily systems in alignment with Shingo principles. Research limitations/implications This framework remains a conceptual model without empirical validation. Studies testing these approaches across industries are needed to assess their validity and organizational impact. Practical implications The System-wide Leadership Model offers organizations a structured approach for integrating NRBL practices within existing RBL systems. Through reflective evaluation, organizations can identify assumptions about authority and leadership that limit distributed capability. The model then guides the mindset shifts and system design choices needed to embed leadership behaviors into daily work and support more relational, enabling practices in formal roles. Applying the sequence of drivers helps organizations reduce reliance on formal authority, build leadership capacity among team members and strengthen the effectiveness and sustainability of continuous improvement systems. Originality/value This analysis of mental models that equate leadership with formal role reframes leadership as a distributed, system-level capacity. The Shingo leadership framework integrates RBL and NRBL, offering actionable approaches that strengthen both continuous improvement practices and organizational resilience.