The author explores what role a reflective process of walking the labyrinth can play in enhancing leadership capacity to solve challenging problems and what implications this may have for change in organizations. The literature supports the proposition that rapid change is having greater consequences than ever before, and there is an increasing need to take time to think critically and creatively of proposed solutions to problems. This study involved fifteen volunteers in leadership positions, who participated in an action research project using qualitative methods to research if the labyrinth could enhance the ability to solve challenging problems. The results of this research include the expected and unexpected impact of the labyrinth on the walkers and recommendations for future labyrinth research
