ABSTRACT   Title:                                       Artifacts as transformational leaders – A case study at SIBA.   Course:                                   Bachelor Dissertation - Leadership   Authors:                                 Tobias Barin and Victor Eriksson   Advisor:                                 Anders Billström   Keywords:                             Artifacts, transformative leadership, organizational culture and leadership   Problem formulation:          Which artifacts can be transformative leadership in the electronics industry?   Purpose:                                Create an understanding of store managers and deputy store managers' perception of how artifacts can be expressed in the transformational leadership.                                                  Creat an understanding of the importance of artifacts in leadership in the electronics industry.   Theoretical framework:       The study’s starting point for the theoretical framework has been Schein (2004) earlier theories of organizational culture, and Bass (1985) theories of transformational leadership. The link between organizational culture and transformational leadership is the basis for the chosen theories.   Methodology:                        We conducted a qualitative method with a deductive approach for intent a solution for problem. Personal interviews were conducted with two store managers and two deputy store managers at SIBA.   Conclusion:                           We have found that the artifacts: role-models, stories and rituals communicate the transformative leadership. Respondents have described how these artifacts conveys organizational culture but also the transformational leadership.