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Public Management Research Conference (PMRC), Columbus Ohio, October 1-3, 2009 Leadership and Extra-Role Behavior in Public Sector: The Effect of Public Service Motivation Adrian Ritz, University of Bern David Giauque, University of Lausanne Frédéric Varone, University of Geneva Simon Anderfuhren, University of Geneva Corresponding author: Adrian Ritz University of Bern Centre of Competence for Public Management Schanzeneckstrasse 1, PF 8573 CH-3001 Bern Phone: +41 31 631 53 13 Mail: adrian.ritz@kpm.unibe.ch First Draft: Please do not quote. 2 Introduction Motivation of public sector employees is one of the great future challenges for HRM in the public sector: Against the background of demographic change it becomes more and more difficult for public sector organizations to keep turnover intentions low and motivation for effective performance high (Ingraham et al., 2000). Employees perform effectively when the level of work outcome is in high agreement with its valence (Vroom, 1964). Public employees therefore need to be motivated in order to perform for the public and for public sector organizations. Regarding to contextual performance the degree of employee behavior which is intended to benefit the organization and which goes beyond existing role expecta