The purpose of this study is to evaluate leadership styles (transformational, transactional, and laissez-faire) and their relationship with organizational climate (open systems, human relations, internal processes, and rational goals) in Ecuadorian military institutions. The research uses a mixed-method approach, a non-experimental design, a cross-sectional typology, and a descriptive and correlational scope. Data collection was conducted through two surveys administered to a stratified probability sample of 12,500 military personnel. The analysis was based on a rigorous literature review and the use of multivariate statistical techniques, such as exploratory factor analysis (principal components) and Pearson correlation, to examine the relationship between variables. The results show that the predominant leadership style is transformational, followed by laissez-faire and transactional. Regarding organizational climate, it falls within the clan culture quadrant, followed by hierarchical, adhocratic, and market. Finally, there is no direct and significant relationship between leadership style and organizational climate in Ecuadorian military institutions. This research contributes to the limited existing academic literature and provides a basis for future research. It offers practical implications for military leadership management, highlighting the need to promote a healthy and productive organizational climate.