Entrepreneurship has been attracting a lot of attention for a long time. Its relevance is associated to the benefits that entrepreneurial action produces. For instance, the uprising of new enterprises creates conditions for a sustained economic and social development in less-developed regions. In the ambit of organizations, the fostering of entrepreneurial action allows for growth and adaptation to mutable societal conditions. Finally, entrepreneurship produces a profound achievement feeling in those that act in an entrepreneurial mode. It is widely accepted that entrepreneurship is a complex, multifaceted, multilevel and dynamic phenomenon. It seems that the phenomenon should be more comprehensively studied searching for associations among multiple variables. One of the possibilities is the study of the relationship between entrepreneurship and leadership. The aim of this paper is to investigate this relationship through the association of two conceptual models. The first developed by Carland, Carland and Hoy (1992), states that everyone is an entrepreneur. Entrepreneurial behaviour is revealed by the presence, in varying intensity levels, of personality traits, risk taking propensity, innovative orientation, and strategic posture. The other, proposed by Rickards and Moger (2000), presents Creative Leadership based on the idea of leadership being central to understanding outcomes and performance of groups involved in innovation related tasks.