Leadership and organization performances are interconnected. The middle layer that connects both is the project management layer. Project management does not comprise one person alone; it is rather a group of people starting from the C-Suite down to project managers, team leaders and more. There are leadership elements in it all. In the project management domain it is well established that the leaders drive from project allocation to completion. In this context research theorists like Carmeli et. al, have discussed that leadership theories more often are seen to focus on the practical or the positive elements of leaders and also their risk taking abilities. These are theorized in the charismatic leadership theory, adaptive leadership and the transformational leadership theories. The adaptive leadership theory is focused on how leaders enhance the decision making process and hence add value to the organization. Decision making based on proactive and reactive reasoning’s are seen as what leads to the success and the failure of organizations. Decisions making choices may lead to poor cost control management, performance issues, financial problems and more. Ultimately these lead to the failure of organizations. The paper aims to analyze adaptive leadership styles that will add value to decision makings.