This paper draws on preliminary empirical quantitative research into an understanding of the status of knowledge management in the Australian and New Zealand environments. The relevant literature is surveyed on the role of leadership in knowledge management strategies and techniques. This is set against research findings on the roles allocated to lead the knowledge management task. In particular findings within the government sector and the non-government sectors are compared. The paper concludes by presenting a preliminary evaluation of the role of knowledge management leadership within the organisation and suggests that the external influences also play a role