Whereas one type of job requires a leader to possess particular qualities a different job may require completely different qualities (Duke, 2014; Tatum, Eberlin, Kottraba, & Bradberry, 2003). The role of campus leadership within the hierarchy of a school district is unique in the sense that at the campus level the leader is the one at the head of the table making the decisions, but at the district level, they are lucky to be in the room when decisions are being made. Due to the needs of a district, campus administrators are regularly placed at schools without being asked their preference. These types of forced placements require campus leaders to have an effective leadership style and strong decision-making skills. A review of the literature has shown that research has been done in silos in various areas of this topic, but there is very little research that has combined leadership, decision-making, and its impact on school performance. The overarching question of this research was to determine if the leadership styles and decision-making styles of campus administrators differs based on campus performance. The research found that between certain decision-making styles and leadership styles there was a statistically significant relationship present. The research did not find a that a relationship existed between school performance and a campus administrators' leadership style or decision-making styles. Suggesting that a school's performance has no bearing on the way a campus administrator leads a campus or the decisions that are made regarding the campus. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]