The present study draws from two major bodies of literature: (1) research on leadership, which recognizes the important role of leaders in driving organizational performance and that leadership style may differ across individuals; and (2) the MCS literature, including RM concepts, in which control systems are viewed as mechanisms to “assist the organization in managing its risk and to promote effective governance processes” (Krogstad et al., 1999, p. 33), and that such organizational control features may function as mediating factors in the relationship between leadership style and organizational performance.