Harnessing stakeholders' buy-in to the destination brand vision and values is identified in the literature as important to create a consistent brand experience for consumers. Yet, coordinating stakeholders in a destination network is described as messy and complex and, therefore, represents a major challenge for destination marketing organisations (DMO) globally. To begin to unpack this issue, this paper examines the influence of the DMO leadership approach on promoting (or inhibiting) destination brand buy-in among tourism operators in a brand network. Semi-structured interviews (n=23) with key stakeholders in a regional Australian tourism destination reveals two factors are principally responsible for leadership issues that (negatively) affect stakeholder buy-in to the destination brand: (1) divergent goals; and (2) unequal access to opportunities. The implications of these findings advance destination brand management theory and practice.