The influence of transformational and transactional styles of leadership on the performance of the organization PPRA (Public Procurement Regulatory Authority) in Kenya is investigated in this study. Based on Hersey and Blanchard’s situational leadership theory (1969) a descriptive cross-sectional design was utilized using data from 95 of 134 staff. Using the SPSS version 28 program for quantitative analysis, the study shows all leadership styles has significant positive correlations with performance. Regression analysis results show leadership styles explain 79.3% (R² = 793) of the performance variation. Transformational leaders exhibited positive leadership styles and behaviours that encouraged followers in some way. According to the findings hybrid leadership model will improve the efficiency, accountability, and innovation at the level of public regulatory institutions in Kenya. Unlike most organizational performance-promoting factors, leadership styles have a powerful