Introduction Public sector organizations in Sweden are currently undergoing a transformation, moving away from the new public management model and hierarchical structures towards increased flexibility, cross-collaboration, and collective leadership approaches. This shift is a response to various trends and external factors, including the COVID pandemic, advances in AI technology, and ongoing climate and social crises, necessitating greater agility, trust, swift responsiveness, and collaboration. The transition to this new paradigm is also driven by a governmental decision to introduce trust-based leadership in the public sector (Tillitsdelegationen, 2019). Trust-based leadership promotes the idea that employees, entrusted with expertise and experience, know best how to provide superior services for citizens (Bringselius, 2021). However, research reveals a gap between policies promoting trust-based leadership and its actual implementation in practice. Purpose The paper aims to present preliminary findings from two ongoing research projects in collaboration with various stakeholders in the Swedish public sector. It seeks to outline how managers and employees, from diverse work environments in the public sector, perceive the need for transformation and enhancement at individual, team, and systemic levels. The ultimate goal is to transition from traditional hierarchical structures to shared leadership and self-leadership practices, fostering more sustainable conditions in hybrid work environments. Methodology Multiple organizations, including four Swedish municipalities, two governmental authorities, a research institute, and a research funding agency, participate in the research. Each organization participates with one to four distinct pilot teams (14 in total). These represent diverse work contexts, ranging from school kitchens and organizational development departments to back-office administrators, preventive eldercare, technology researchers, and various others. Data collection involves different methods: individual interviews with managers overseeing 14 pilot teams, focus group interviews with employees from eight pilot teams, and a photo voice study. The latter includes collecting photos and reflective narratives, followed by group analyses through workshops. Preliminary Results The conference presentation will delve into commonalities and differences in perspectives between managers and employees. It will explore how transitioning requirements vary based on roles or work contexts in the public sector. Current results highlight areas crucial for sustainable hybrid working, with a focus on shared leadership. Employees emphasize the need to clarify shared purpose, goals, and vision, increase trust, and improve communication skills. Participants also stress the importance of strengthening team engagement, encouraging risktaking, and developing the capacity to navigate complexity through cross-collaboration. Recognizing and building structural enablers at the organizational level is also recognized as important. Additionally, participants underscore the significance of cultivating self-leadership skills to foster sustainable conditions in hybrid work and advance shared leadership development. Challenges include establishing conditions for improved work-life balance, allocating time for reflection, enhancing time management, and prioritizing tasks aligned with the broader purpose of work. Developing self-regulation rituals that contribute to motivation, wellbeing, and ongoing learning at work are emphasized, moving away from a focus on short-term deliverables