For each decision-making style, the leader can take on a specific role to ensure the acceptance and quality of the decisions made. These include the roles of integrator, parliamentarian, educator, advocate, and director (Hoy and Miskel, 2013). The leader can use a certain form of communication, assume an appropriate leadership role and adopt a particular decision-making style to facilitate communication, interaction and sharing of ideas, opinions and attitudes aimed at a shared decision-making process. In a consultative group decision-making style, the leader can use social networks by initiating a dialogue, a question or a conversation. These are intended to solicit ideas from subordinates. They improve the quality of the ideas and opinions gathered thus making a decision that reflects the ideas presented. In the group agreement decision-making style, the problem can be shared with subordinates on a social networking platform, where they can collectively present ideas, formulate alternative solutions, and reach a consensus on the final decision. However, no decision-making style is superior to the other, so leaders should be able to modify styles depending on the situation, in order to match a given style to the situation in question (Miller,