Leadership plays a pivotal role in shaping strategic management, acting as a catalyst for establishing a shared vision, defining missions, and formulating long-term strategies. Despite extensive research on leadership and strategic management, there remains a gap in understanding how specific leadership styles manifest within Non-Governmental Organizations (NGOs), particularly in contexts characterized by resource constraints and diverse stakeholder demands. This study aimed to examine the influence of leadership styles on strategic management within local NGOs in Malawi, addressing this gap by analyzing the prevalence and impact of transformational, transactional, servant, and charismatic leadership approaches. The research assessed the leadership qualities evident in local NGOs, explored how these styles influence decision-making processes, organizational culture, and strategic initiatives, and identified patterns of successful leadership practices. Findings indicate that transformational and transactional leadership styles significantly enhance strategic management effectiveness, whereas autocratic and laissez-faire styles hinder progress. However, the study also highlights challenges in conclusively linking specific leadership styles to measurable organizational performance, emphasizing the complexity of leadership dynamics in NGO operations. These insights provide a foundation for practical recommendations aimed at improving leadership and strategic management in the non-profit sector.