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The topics of leadership and organisational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and organisational culture are linked to organisational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This article examines the nature of this relationship and presents empirical evidence from a sample of United Kingdom (UK) firms which suggests that the relationship between leadership and organisational culture is mediated by the form of organisational culture that is present. It concludes with a number of implications for theory and practice.