The position of Chief Learning Officer (CLO) is relatively new in business organizations, and little research has been conducted on this function. With the global proliferation of knowledge, the CLO assumes increasing importance for organizational success. This quantitative study explored CLOs' leadership styles and participation in strategic learning decision making. The study purpose was to determine whether significant relationships existed between learning executives' leadership styles, their participation in strategic learning decisions, and salient demographic factors. A cross-sectional survey design was used to test seven hypotheses with learning executives from U.S. companies. Three instruments were used: the Multifactor Leadership Questionnaire and researcher-designed instruments to collect demographic data and to measure CLOs' participation in strategic decision making. The hypotheses were tested with descriptive statistics, Pearson's correlation, and ANOVA. The results from 70 learning executives, a 10.2% return, indicated that 100% of CLOs reported a transformational leadership style. A significant relationship was found between CLOs' leadership styles and participation in strategic decision making, with statistically significant p values for transactional leadership (.034423) and laissez-faire leadership (-.18274). No significant relationships were found between the demographic and professional variables and CLOs' participation in strategic decision making. These results can be applied to identify potential CLOs who demonstrate interest in transformational leadership and aptitude and experience in strategic decision making, and to develop training programs for CLOs in transformational leadership and strategic decision making. Recommendations included use of study results by CEOs and human resources officers to refine qualifying and recruiting procedures for CLO hiring and advancement. Recommendations for further research included replication with larger samples from wider sources, additional variables, and longitudinal designs. This study contributes to the literature on the growing importance for organizational success of the CLO.