I think part of the error is that people have a misconception that a leader should have all the answers. The best leaders I've worked for don't come into an interaction feeling this pressure, but rather help coordinate the energies of the team to let the the team reach the best answer. Of course, when there isn't a consensus, there needs to be a unambiguous "decider", but hopefully this is relatively rare and ends up being just small enough of a decision to get enough feedback to get the team to an iterative consensus.