Human-centred Shingo leadership for engaging Generation Z in operational excellence

Abstract

This paper examines the leadership approach of a Shingo exemplar leader, focusing on principles and practices that address contemporary organizational challenges and the evolving expectations of Generation Z. Using a qualitative multi-method design, the study integrates interviews, surveys, participant observation, and narrative analysis to explore both verbal and nonverbal leadership behaviors. Triangulation strengthens reliability, while non-parametric analysis and descriptive statistics support interpretation. Findings suggest that traditional, tool-focused Lean models are insufficient for long-term organizational sustainability, as they often overlook the human and psychological foundations of performance. The study emphasizes the importance of language, nonverbal communication, and micro-behaviors in shaping leadership effectiveness. It further demonstrates how integrating psychological constructs–such as proactive personality, growth mindset, outward mindset, intrinsic motivation, learned optimism, and meaning–enables a more holistic, human-centered approach to operational excellence. This perspective aligns closely with the Shingo Model and resonates strongly with Generation Z’s emphasis on purpose, development, and meaningful work. The originality of the research lies in its interdisciplinary integration of storytelling with insights from psychology, neuroscience, and sociology, contributing to a mid-range theory that explains how leadership behaviors and psychological factors enhance the sustainable impact of Lean in engaging the emerging workforce.