ABSTRACT
This chapter focuses on stories from interviews to illustrate the habitual patterns of thought and action and shows how shifts facilitated by critical learning in the Women’s Leadership Series (WLS) fostered the self-aware and context-discerning thought processes of deliberate leadership. It demonstrates how deliberate leaders’ greater awareness of their intuitive processes sensitized them to the fact that they needed to draw on these processes with greater intentionality, recognizing that their intuitive processes were not suitable for all circumstances. Intuitive leaders based their actions on their sense of what the group and organization needed, as well as their own personal values and sense of what their role should be in the group. Seventeen percent of the WLS interviewees told stories that pertained to the transformation from intuitive to deliberate leadership. The WLS put into motion a slow but steady process of transformation from intuitive to deliberate leadership.
