The author argues that leadership is a cultural construct embedded in symbolic processes. By culture, the author refers to the informal codes and shared assumptions of individuals who participate in an organization. An organization's members shape and are shaped by the symbols and rituals of the institution as well as the unique history from which the organization derives. Leadership also suggests a way of interacting not only with individuals within an organization, but also those outside of it. On the one hand, an organization's culture may be one that eschews involvement with others; on the other, a culture of an organization may have porous borders where the members are expected to interact with multiple external constituencies. When individuals learn about the organization, they are being socialized to a culture that has been created and changed over time. In this article, the author discusses the changing nature of organizational leadership and culture in academic work. He asserts that one key challenge for any organization and its leaders is to be able to hold the culture together while at the same time adapt to external challenges, threats, and opportunities.