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With the increasing adoption of Big Data (BD) and Business Intelligence (BI), these technologies have become strategic resources for decision-making in organizations. However, their effective implementation depends primarily on human factors rather than technological ones. The challenge lies in the absence of an organizational culture oriented toward data use, where gaps in digital literacy, resistance to change, and intuition-based decision-making patterns may persist. Leadership emerges as a critical factor that enables the integration of technological infrastructure, cultural practices, and analytical capabilities. This article aims to demonstrate how leadership styles influence an organization's ability to manage Big Data (BD) and optimize the effectiveness of Business Intelligence (BI), and their impact on a data-oriented organizational culture. This study is conducted through a systematic literature review to identify patterns of relationships between leadership, data culture, and the adoption of BD and BI. The results confirm that leadership not only influences the speed of analytics adoption but also determines the degree to which data becomes strategic knowledge and a competitive advantage. The study concludes with the need to integrate different leadership styles aligned with a robust data culture that enhances organizational analytics and the value of information.