The purpose of this dissertation is to theoretically and empirically investigate the leadership style of strategic managers and organizational entrepreneurship (using dimensions: innovation, corporate venturing, and self-renewal) in large enterprises with respect to organizational performance. The main research objectives are: to explore different leadership theories with special emphasis on the concepts of transformational, transactional leadership and laissez-faire leadership; to explore different approaches to organizational entrepreneurship; to examine the cause-and-effect relationships between leadership styles and dimensions of organizational entrepreneurship; between leadership styles and organizational performance; between dimensions of organizational entrepreneurship and organizational performance; to investigate whether there is a difference in the level of organizational entrepreneurship with respect to the ownership share of strategic managers. Based on the theoretical research, a conceptual model was formed. The research results indicate that: 1) leadership styles have a significant and positive impact on organizational entrepreneurship, with this impact being statistically significant and positive for transformational leadership, and positive for transactional leadership and negative for laissez-faire leadership, but not statistically significant; 2) leadership styles significantly and positively influence organizational performance, with this impact being statistically significant and positive for transformational leadership and positive for transactional leadership and negative for laissez-faire leadership, but not statistically significant; 3) organizational entrepreneurship has a significant and positive impact on organizational performance, with this impact being statistically significant and positive for innovation and self-renewal and negative for new business venture, but not statistically significant; 4) no statistically significant difference was found in the level of organizational entrepreneurship concerning the ownership share of strategic managers. The research results and conclusions enables us to identify the appropriate leadership style for the development of an entrepreneurial organization, which provides support for entrepreneurial activities in the organization with the aim of ensuring organizational success. There are some limitations to this study: the size of the research sample, the manager's self-reported leadership style, and a small number of respondents with ownership in the enterprise.