| This qualitative, hermeneutic, phenomenological study described perceptions, experiences, and understandings of the phenomenon of intuition in decision making of 35 positional leaders/managers in the Southwest. Six themes emerged: (a) intuition had no common definition, (b) intuition was identified as a compilation of experiences, (c) intuition used primarily in interpersonal relationships, (d) use of intuition was secretive, (e) leaders had no plan to develop intuition, and (f) most meaningfulness realized when intuition was integrated. Leadership implications include: (a) defining intuition may not be necessary if leaders communicated the essence, (b) recognizing intuition as a gift from within, rather than a compilation of external experiences enhances the meaningfulness of intuition for leaders, (c) intuition augments leaders' people skills, (d) leaders who openly discuss use of intuition experience deeper meaning, (e) leaders who develop intuition realize greater skill in decision making, and (f) meaningfulness in life is enhanced for leaders who integrate intuition. |
