This study aims to investigate the impact of leadership styles and organizational culture on employees’ productivity. The population of the study was employees of private banks operating in Khyber Pakhtunkhwa (KP), Pakistan. However, as the exact population was unknown or not available, hence the study determined a sample size of 200 respondents through G*power software. Accordingly, the study distributed two hundred and fifty (250) self-administered questionnaires on the basis of convenient sampling as advised by Zikmund, (2003). The questionnaire mainly composed of three constructs i.e. the leadership style, organizational culture and employees’ productivity adapted from Bass et al., (2003) and Brewer and Selden, (2000). Out of the distributed questionnaires, only one hundred and eighty-three (183) completely filled questionnaires are collected. By using Smart Partial Least Squares (PLS), the analysis of collected data revealed that neither autocratic nor democratic style of leadership has a significant positive association with employees’ productivity. Likewise, organizational culture also proved to be an ineffective driver for pronouncing employees’ productivity. However, the findings evidence that laissez-fair, transactional and transformational leadership styles have a significant positive relationship with employees’ productivity. Overall, the findings show that leadership style has a pivotal role in increasing employees’ productivity. Besides contributing to the scarce and incongruent prior literature, the current study also provides important insights for the regulators, policymakers, State Bank of Pakistan, private commercial banks and other key stakeholders in the banking industry of Pakistan. Keywords: Leadership Styles, Employees’ Productivity, Organizational Culture, Private Banks, Khyber Pakhtunkhwa (KP), Pakistan.