**3.7 Decision making skill**

Every leader will have to decide at one point or the other and the quality of the decision, it will determine their effectiveness. The ability of a leader to focus and navigate the venture despite conflicting information and conditions has a significant impact on their decision-making ability. The ambiguity of emerging ventures is one of their defining characteristics [37]. They are frequently ambiguous about their value proposition, competition, market, and endurance capacity. When issues and challenges arise, venture leaders must learn to reject the pressures for a temporary fix. They need to learn how to cope with ambiguous situations, as well as to identify the most subtle differences between successful and unsuccessful actions [38]. In almost all cases, decision-making in ventures is made while confronting unresolvable ambiguity. Every leader must come to terms with this. The ambiguity of several of the challenges that a leader faces, however, should not result in paralysis or inaction. A leader must possess a proclivity for action as well as the ability to make decisions based on incomplete data. Finally, a leader needs the ability to act once a decision was taken [39].
