21st Century SHINE Leadership: Connecting Roles, Learning Organizations, and Higher Ambition

Abstract

The SHINE model suggests that leaders respond to challenges through shared affiliation within organizations, creating learning organizations that support innovation and embodying tangible technical expertise to unleash latent capabilities and a higher value proposition. Legendary leaders have demonstrated SHINE leadership in various organizations, including Amul, Confederation of Indian Industry, IBM, Johnson and Johnson, National Cooperative Union of India, TATA, and Zappos. While the SHINE model emphasizes shared affiliation, it does not neutralize the need for leadership. There are three dimensions that frame SHINE-based leaders: One dimension involves the change from top-down controlling to facilitative roles. The second dimension is focused on building learning organizations that decode tacit knowledge and encode explicit knowledge, and the third dimension is about building a value-based approach with a higher ambition leadership that surfaces latent capabilities and leads with values.