The last decade has seen numerous researches on organizational best practices especially as it relates to improving government services. Yet, there seems to be a disconnect between employers and employees within public sector organizations. The purpose of this book, therefore, is to fill that gap by examining the relationship between specific transformational leadership traits, organizational culture types and organizational performance in public sector organizations. The second purpose of this book is to present empirical evidence which suggests that the effectiveness of an organization's relationship between its leadership style and performance is contingent upon the form of organizational culture that is present. The book analyzed distinct transformational leadership traits, investigated specific culture types and assessed their impact on the attributes of organizational performance. The findings should help clarify the dysfunctions within government and be especially useful to professionals in both private and public sector organizations.