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This qualitative descriptive research study served to clarify sustained social and economic natures of African business innovation and entrepreneurial development leadership. The research question included interviewed African leader participants (5), “How do you describe your experience in African leadership?” In-depth phone interview responses detailed familiar leadership words and phrases about historic, cultural, and economic environments. African leaders described how they understand, discover, observe, and share perspectives on African leadership experiences for personal hardship, survival, and societal, cultural, physical, and organizational change. Using phenomenological research methods, transcript analysis of interview experience responses integrated common properties. Verbatim transcriptions, and reading, sifting, combining, reducing, and interpreting the data collection resulted in thematic coding and categorizing. Investigation results included interpreted meaning for facilitated interactions in African leadership descriptions. Study conclusions highlighted many, varied, and unusual pathways for African leadership, rather than a single model. Sensitivities to participative, divergent, and non-linear thinking characterized transformational African leadership styles (Green, 2014). Possible research implications contributed to future work, connecting the study findings with Network Theory.