The rapid pace of digital transformation exacerbates cyber risk, thereby necessitating the development of a cybersecurity culture (CSC). However, cultural development is inherently slower than technological change, making leadership a key factor in bridging this gap. This study empirically investigates how leaders develop a CSC amid RDT, drawing on qualitative data from semi-structured interviews, archival reports, and field observations within an Ethiopian bank undergoing digital transformation. The findings show that tailored leadership strategies and targeted interventions are critical in developing a CSC. This research contributes to the IS leadership literature by highlighting that, unlike traditional law enforcement leadership's hierarchical and protocol-driven nature, cybersecurity leadership must be adaptive and responsive to the pace of organizational transformation.