Today's business recognizes the close relationship between leadership style and organizational culture as an essential factor in organizational performance. Leadership style relates to how leaders communicate, motivate, and direct their teams, whereas organizational culture includes common values, conventions, and practices that influence employee behavior and the work environment. The alignment of leadership style and organizational culture is crucial for generating a productive and motivating work environment. When leaders match their leadership style with the organization's culture's values, it leads to higher employee engagement and better results. A mismatch between leadership style and organizational culture, on the other hand, can lead to conflict and dysfunction. It is crucial to connect leadership style and organizational culture in order to create a peaceful and successful environment. Leaders who are aware of this link can impact the culture of the organization through their leadership style, but they must also be open to adjustments to maintain continual alignment with the organization's progress. The empirical component of the work demonstrates the relationship between specific leadership styles (transactional, transformational, and laissez-faire) and the organizational cultures defined by the competing values framework (clan, adhocracy, hierarchy, and market). It also provides answers to the Cameron-Quinn organizational culture model's research questions. The data for the implementation of this study were collected in a company from the financial sector. The Organizational Culture Assessment Instrument (OCAI) results helped identify the dominant organizational culture in the investigated company, and the results of the Multiple Leadership Questionnaire helped identify the dominant leadership style of the direct superiors.