Within the realm of organizational dynamics, "shadow behavior" encompasses intricate phenomena; is it best described as a junior employee engaging in the process of observing and learning from a senior counterpart through the practice of job-shadowing and on-the-job experiences?

Amid the intricate fabric of organizational culture, could "shadow behavior" be equated with the establishment of a tribal system wherein team members find themselves overshadowed by more dominant personalities, thus influencing their decision-making and actions?

In the context of strategic decision-making and governance, is it most apt to define "shadow behavior" as the discreet implementation of systems or solutions without explicit organizational endorsement, often entailing an element of secrecy or informality?

Regarding the seamless provision of IT services within an organization, is "shadow behavior" most accurately reflected in the situation where IT services are delivered with such impeccable proficiency that the end consumers remain blissfully unaware of the intricate IT processes at play?