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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.


This work was originally published in Management Studies, available at doi: 10.17265/2328-2185/2017.06.011.

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License



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