The demands placed on principals have increased exponentially in the aftermath of the global COVID-19 pandemic, especially for principals who lead high-needs schools. Given that principals are the primary problem solvers, it is critical to better understand their preferred decision-making styles. Decision-making is influenced by perceptions of resilience and hope; this can increase leadership capacity, wellness, and school effectiveness. This quantitative survey research study examined the three dimensions of VIEW: An Assessment of Problem-solving Style (Orientation to Change, Manner of Processing, Ways of Deciding). It compares these dimensions to perceptions of resilience, using the Connor-Davidson Resilience Scale, and hope, using the Adult Hope Scale. Participants were principals leading high-needs, high poverty schools in the Hudson Valley Region of New York State. Principals had very clear problem-solving preferences: 1) Orientation to Change, Developer (62.5%); Manner of Processing, External Processing (75.0%); and Ways of Deciding, Task-based (75.0%). Principals reported strong resilience 92.9% high or intermediate) and high levels of hope (92.8% high or moderate). Only the dimension of Orientation to Change had a statistically significant correlation with resilience (x[superscript 2] = 8.71[1], p < 0.003); all other dimensions were not significantly correlated to resilience or hope. This may be attributable to the small sample size and the possibility of Type 2 errors. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]