To maintain and sustain competitive work organizations, leadership is necessary to help organizations develop a new vision, and rapidly manage organizational change to position themselves for pursuit of the new vision. Leaders need competent and motivated employees to serve as the catalysts of change as the workforce is mobilized to shift gears and adapt to a changing environment. Part of the changing environment is the Internet and the global economy where the speed of communications and business transactions has increased tremendously. It leaves decisive leaders with no choice in extraordinary circumstances other than to make decisions without all of the data and the time to consult with others. This paper summarizes relevant literature and analyzes some previously suggested foundations for intuitive knowledge. It offers a simplification of these presumed sources and suggests what education, leadership development and self‐development might do to bring about planned improvement in intuitive decision‐making. It concludes with some implications for the future.
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