Women in leadership and decision-making roles influence the policies and directions of organizations (Ahuja, 2002). Women in leadership value supports from their organizations. Pro-social outcomes of relationship competence are mediated by the development of empathy, collaborative approaches to conflict, self-disclosure, and social interest (Jogulu & Wood, 2006). Decision-making perspectives have uncertainty as the sole reason for organizational leaders to search for additional relevant information to solidify or clarify the information at the leader’s disposal. A phenomenological qualitative research study which explored the preferred style of leadership based on three leadership and decision-making styles is presented in this paper1. The researcher gathered insights into the lived experiences of like-minded sample of respondents from the research population as they described their leadership and decision making experiences within their organizations.