Leadership style, organisational culture and employee behaviour are deeply interconnected elements that together shape how an organisation functions, adapts and performs. Leadership style influences the values, norms and expectations that become embedded in organisational culture, while culture in turn guides and reinforces patterns of employee behaviour. Employees respond not only to formal rules and structures but also to the social cues sent by leaders and the shared meanings created within the organisation. Understanding these relationships is essential for managers, particularly in times of change, because social and behavioural processes determine whether employees resist, comply with, or actively support organisational goals. Leadership style refers to the characteristic ways in which leaders influence, motivate and direct employees. Different leadership styles, such as autocratic, democratic, transformational and transactional, create different social environments at work. An autocratic leadership style, which relies on authority, control and unilateral decision-making, often produces a culture focused on obedience, hierarchy and risk avoidance. In such cultures, employee behaviour tends to be passive, compliance-oriented and dependent on instructions, with limited initiative or creativity. In contrast, democratic or participative leadership encourages employee involvement, open communication and shared decision-making. This leadership style fosters a culture of trust, collaboration and mutual respect, leading employees to exhibit proactive behaviour, higher engagement and a greater sense of ownership over their work. Transformational leadership has a particularly strong influence on organisational culture and employee behaviour. Transformational leaders articulate a compelling vision, inspire employees through personal example and attend to individual development needs. Over time, this leadership style helps create a culture characterised by shared purpose, innovation and commitment to continuous improvement. Employees in such cultures are more likely to demonstrate organisational citizenship behaviours, such as helping colleagues, embracing change and going beyond formal job requirements. Transactional leadership, on the other hand, emphasises clear structures, performance targets and rewards or penalties. While this