This chapter offers a broader perspective than the discourse in current leadership literature. Some of the leadership practices like courageous conversations and performance management are very hard in the Asian culture. Leadership scholars have recently reminded us of contextual variables in leadership studies. The promising perspective of contextual leadership is extending the focus of the leader– follower exchange. Contextual intelligence requires an intuitive grasp of relevant past events, an acute awareness of present contextual variables and a view of a preferred future. Alimo-Metcalfe and Alban-Metcalfe describe leaders as sensitive to the impact of their actions on staff, in line with Tichy and Devanna, who identified environmental sensitivity and particularly sensitivity to members' needs. The chapter revolves around three themes: first, the value of leaders' stories, second, a developmental ecosystem and third, contextual leadership intelligence. The women leaders explicitly mentioned their social ecosystems and support structures as important formative experiences.