Traditional empirical methods have not reached a consensus on the relationship between leadership style and public service motivation in the public sector. This study used meta-analytic techniques to analyze domestic and international empirical studies on this relationship and obtained 95 effect sizes with a total sample size of 381,698. The results showed that servant leadership has the greatest effect on public service motivation among public employees in the public sector, followed by ethical leadership, transformational leadership, and transactional leadership in decreasing order. Data collection strategy was found to be a factor that interfered with the estimated relationship between leadership style and public service motivation, although this was not universal. Estimates of this relationship also varied across cultural backgrounds. However, the current variation in public service motivation scales did not significantly affect the estimates of the relationship between leadership style and public service motivation. Similarly, the source of the MPA student sample did not significantly affect these estimates.