In the previous chapter, I identified four types of leadership transformations resulting from participation in the WLS. These were:
- Hidden to visible leadership
- Inflexible to receptive leadership
- Intuitive to deliberate leadership
- Depleted to inspired leadership
An interesting feature of these transformations is that each involved change in habitual patterns of perceiving, thinking, and feeling about context and authenticity. While we often think of habits as unconscious patterns of behavior, the research has a broader view of habits as learned predispositions to perceive, think, feel, and act in certain ways in response to experienced situations (Dewey, 1922; Garrison, 2002; Cohn ...