This study explored how organizational leaders can use Negative Capability to maintain equanimity in the midst of stressful and uncertain situations by asking: what enabling conditions could help business leaders develop Negative Capability in order to creatively meet complexity challenges? It was hypothesized that by creating an experience of emptiness, business leaders may be able to face complexity challenges more creatively by opening up a collaborative field between persons. It probed how "emptying" approximates Keats' description of "being in uncertainties, Mysteries, doubts without an irritable reaching after fact and reason." The literature review offers a unique consilience of knowledge domains: an enduring idea from English Romantic poetry, Peter Simpson's contemporary application of Negative Capability to organizational leadership, precepts from ancient Stoicism, and David Bohm's Dialogue and Thought as a System which arose from his re-visioning of quantum theory. No extant study of leadership integrates all of these areas of research. The study utilized the methodology of Imaginal Inquiry, developed by Aftab Omer. Participants were invited to experience somatic relaxation, view film clips, and create clay forms to evoke two states of being, a "before-state" that many described as chaotic, stressful, constricted and tense and an "after-state" described as flowing, whole, expansive and well-resourced. The Cumulative Learning states that leaders who intentionally relinquish habitual thought and behavior to use Negative Capability discover emergent ideas and ways of being. The first Learning proposes that seasoned leaders wanting to exercise Negative Capability must risk the sensation of humiliation evoked by not knowing and not relying upon habitual ways of responding to what are actually unique and complex problems. Second, when solution-oriented leaders utilize artistic expression to represent their individual experience of Negative Capability, it can produce the kind of reassurance, comfort, and inspiration that a personal mentor instills. Third, a leader's ability to observe themselves and others as actors in a shared field from a neutral, non-judgmental, and meta standpoint can facilitate Negative Capability. Finally, when one uses proprioception to track their somatic state, especially physical tension caused by anxious thoughts, intense emotions, or stressful situations, it is easier to engage Negative Capability. The research suggests that leaders can enlarge their repertoire of professional skills through a counter-intuitive way of being not taught in traditional management education. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]