This case studies empirical investigation was made at a smaller government agency, with focus on education and science in Sweden. The materials consists of interviews and were conducted among managers and a survey was conducted among employees, which concerned the strategic planning process: designing, implementation and integration. This was faced with how it affects the employee’s motivation and degree of job satisfaction. The empirical evidence was put in relation to a theoretical context where agile- and transformative leadership were the focus. A conclusion that could be drawn in this study was that the perceived motivation and the degree of satisfaction with employees were not directly expressed in these terms. The results of the survey (expression of motivation and the level of satisfaction) and the interviews of the leaders of the agency, were put in relation to previous research in agile- and transformative leadership. Based on the combined picture of empiricism and theory, it leads to the conclusion that the agency uses and can use agile- and transformative leadership in the strategic planning process, to create motivation and increase the level of satisfaction in the work. Another conclusion is that the investigated agency’s striving for a more decentralized organizational structure needs to make the employees to co-creators even when it comes to the leadership itself and the transformation towards agile- and transformative leadership.