This chapter reflects on community-centred decision-making as an Indigenous leadership practice, drawing on lessons learnt from a capacity development initiative with the Samoa Law Reform Commission. Guided by Indigenous values of reciprocity, relational accountability, and collective responsibility, the project utilized a codesign research methodology to strengthen institutional capacity in doctrinal research, mixed-methods analysis, and law reform report writing. The Samoan context demonstrates how codesign, anchored in talanoa (a culturally grounded conversational method) and iterative feedback loops, can create shared ownership of outcomes between Indigenous legal professionals, government officials, and academic collaborators. Rather than imposing externally driven solutions, the process was shaped by local legal realities and community-informed priorities, resulting in training resources that were culturally resonant and useful. Lessons from Samoa illustrate how Indigenous leadership principles, particularly relational and collective decision making, can decolonize organizational change processes. They highlight the potential of codesign to bridge Indigenous knowledge systems with contemporary institutional frameworks, enabling culturally grounded governance while strengthening organizational resilience. These insights offer a model for embedding Indigenous leadership practices into organizational contexts across the Pacific and beyond.