This study aims to understand the different leadership styles adopted by women in the Indian manufacturing and service industries and to study how leadership styles affect organizational performance. The study determined the relationship between different leadership styles and organizational performance using an independent sample t-test and structural equation modeling using SPSS 26.0 and AMOS 21.0. A model linking leadership style and organizational performance was proposed and empirically tested. Participative, supportive, and instrumental leadership styles were the leadership dimensions examined while the organizational performance dimensions were quality, employee, and financial performance. The empirical data were collected from South Indian manufacturing and service industries through a questionnaire survey method. The independent sample t-test results highlight that there is no significant difference between men and women in leadership styles, but that there is a significant difference in organizational performance. As there was a significant difference in the outcome variable, structural equation modeling was used to study the relationship between leadership styles and organizational performance for both male and female leaders, which highlighted the women’s vital role and their excelling in Indian industries to make actions more efficient and effective. The results show that the model is fit, and hence there is a positive and significant relationship between leadership style and organizational performance for both genders, but that female leaders adapt leadership styles more effectively than male leaders. These comparative results and findings offer a managerial perspective, showing that these types of leadership styles can potentially enhance women’s empowerment, thus improving organizational performance.