Effectuation (Sarasvathy 2001) is primarily studied in the new venture context, but research also argued for its application in the corporate context (Wiltbank et al. 2006) and first empirical studies have identified positive performance consequences of effectuation there (Brettel et al. 2012; Berends et al. 2014). However, corporate governance is per se prediction-oriented, and entrepreneurial action does not come naturally to these structures. This creates a valid interest in the antecedents of effectuation in the corporate context. According to upper echelons theory, top managers exert influence on employees and thus shape corporate behavior (Hambrick & Mason 1984). In this paper we investigate the influence of top management leadership styles on effectual behavior in the corporate context.