This study extended the Fernandez, Cho, and Perry (2010) study, Exploring the link between integrated leadership and public sector performance , by testing the utility of a six-factor model of integrative leadership to explain organizational performance in U.S. federal agencies, and the effect of four moderating variables (budget, politicization, occupational diversity, and supervisory level) on the relationship. Integrative leadership was conceptualized as a shared or distributed phenomenon and measured using an additive model of leadership styles, skills, and situational variables. A combination of confirmatory factor analysis and multiple regression was employed to test hypotheses, using data from the 2008 Federal Human Capital Survey, 2008 Program Assessment Rating Tool, and U.S. Office of Personnel Management FedScope database. A four-factor model provided the simplest structure to explain integrative leadership and was used in the regression model. Of the four factors, collaborative leadership explained the most variance in the model. The integrative leadership variable was both statistically significant (at p < .05) and positively correlated to organizational performance. The other variables did not achieve statistical significance. This study provided further evidence that integrative leadership matters to organizational performance in public settings.