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This chapter examines the typical aspects of upper level municipal management in a study of municipal directors, finance managers, and department managers in Sweden. It is argued that context (e.g. the political organization, the many paradoxical values and expectations, and the significant employee autonomy) makes municipal management complex and challenging. The classic leadership theories and management theories that are especially relevant to the public sector provide the theoretical framework. The study proposes that much of the management literature that is based on the study of large, private organizations is largely inapplicable to municipal top managers. Four concepts are identified as typical of municipal top management: invisible and visible, multi-logic and contact-rich, ceremonial and informal, and ritually objective.
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