This study investigated the moderating role of attribution style on relationship between leadership style and perceived risk-taking among bank management staff. One hundred and ninety-four (194) bank management staff comprising 100 males and 94 females drawn from ten commercial banks in Asaba, Delta state of Nigeria, participated in the study. Their ages ranged between 26 and 40 years, with a mean age of 33 years. A 45-item Multifactor Leadership Questionnaire (MLQ) was used to measure leadership style. Adapted form of Perceived Risk-taking Scale was used to measure perceived risk-taking behaviour; and Anderson’s Attribution Scale was used to measure attribution style. The result of the analysis showed that autocratic leadership style was a significant predictor of perceived risk-taking behaviour (β= - .31, t= -3 .03, p<.001). Democratic leadership style was also found to be a significant predictor of perceived risk-taking behaviour (β=. 29, t=2.82, p<.001). Controllability attribution style moderated the relationship between autocratic leadership and perceived risk-taking (β= - .31, t= -2.72, p<.001). Also, controllability attribution style moderated the relationship between democratic leadership and perceived risk-taking (β = .27, t=2.57, p<.005). Globality attribution style also moderated the relationship of laissez-faire leadership and perceived risk-taking (β= -.26, t= -2.49, p<.005). Implications of these findings were highlighted and suggestions made for further studies.