The organization of local councils is characterized by the existence of two channels, political and administrative, resulting in a hierarchical duality that is evolving into a tripartite relationship with the involvement of cabinets. This relationship favors political leadership to the detriment of expert leadership, placing managers in a very uncomfortable, if not difficult, situation. The hypothesis put forward is that this situation encourages role tensions that lead to dysfunction. However, if the disengagement and aspirations of managers to leave can be seen as mechanisms for adjusting civil servants, the local authority executive, to preserve its political authority, is reorganizing itself by establishing a kakistocracy that tends towards a “Pathe-Marconi” or "his master’s voice" type of management. The qualitative research is to analyze the tactics used by elected officials to control the role conflicts that local authority executives face and thereby advance their political leadership, based on an empirical study conducted in a local authority with 1,000 employees
