There has been significant interest in the quality of decision-making in recent times. Decision-making is spearheaded by leadership, and leadership styles propounded by different scholars have been evolving. Therefore, providing quality leadership amid crises and pandemics gives rise to the exploitation of new ways of leadership style. The author assesses and draws from different leadership styles to form a leadership style called Interleadership. It is the hope of the author that the Interleadership style, will yield maximum benefits to leaders during crises and normal times as well. The author applied a desktop study design and used a maximum variation purposive sampling technique to select fourteen leadership styles for the study. unlike other leadership styles where perspectives to tackle problems from outside the usual boundaries are considered a solution, the Interleadership style synthesizes leadership styles to develop a new perspective to leadership during crises and regular times.
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