Thriving in the Top Job: What It Takes to Lead a Council Today

Local government is in the midst of profound change. Structural reforms, shifting governance models, and increasing pressure to deliver more with less are reshaping the role of the chief executive. But while frameworks and functions dominate the conversation, the personal attributes that define successful leadership are often overlooked.

To address this gap, Truth About Local Government undertook a wide-ranging study, speaking with elected officials, sector experts, and professional bodies to uncover the behavioural traits that either accelerate or hinder success at the top of a council.

One of the most striking findings? Senior public sector leaders are generally less prone to career-limiting behaviours than their counterparts in the private or international sectors. But that doesn’t mean they’re immune.

The most frequently observed challenge was creative overreach a tendency to pursue bold ideas without fully grounding them in operational reality. While imagination fuels innovation, it can also lead to impracticality if not balanced with execution.

Interestingly, the trait most associated with unsuccessful candidates was excessive boldness. Leaders who come across as overly self-assured and resistant to feedback often struggle to build the trust and collaboration needed in today’s complex council environments.

And trust matters. According to ONS data, only 34% of the public express confidence in local government leaders. As Truth About Local Government founder Matt Masters notes:

“Trust is the bedrock of effective leadership. In a time of rapid change, chief executives must communicate with clarity and authenticity to earn it.”

The evolving nature of local government also demands a new kind of leadership one that can navigate shared priorities across multiple organisations, manage constrained resources, and foster genuine collaboration.

Encouragingly, council chiefs tend to show lower levels of self-doubt and passivity than leaders in other sectors. These traits, when present, can erode influence and hinder decisive action. Councils appear to reward those who are proactive, composed, and consistently engaged.

Masters adds:

“We use the phrase ‘social heart and commercial head’ to describe the balancing act required. Delivering citizen-focused services while maintaining financial discipline is tough but it’s essential.”

At the executive level, traits like flamboyance and rebelliousness were more common. These can bring energy and charisma, but also risk tipping into self-absorption or resistance to feedback. Yet when channelled effectively, they can help leaders inspire teams, drive innovation, and make a lasting impact.

Ultimately, the most common challenge across all leadership levels was imaginative excess the risk of being too visionary without bringing others along. This can alienate colleagues and derail transformation efforts. Masters concludes:

“Every leader has blind spots. What matters is having the self-awareness and discipline to manage them especially when the stakes are high.”