This thesis deals with the topic of the moderating role of executives in public administration. Managers are responsible for dealing with conflicts between employees, for resolving these conflicts and, if necessary, preventing them. Therefore, the role spectrum according to JIRANEK and EDMÜLLER was investigated, which can be important for executives in order to find a fast and at best a consensual solution. These different roles, in particular initiator, consultant, conflict attendant, or conflict manager, are part of the moderating role of superiors. They are closely related to the escalation levels according to GLASL. In order to answer the research question, eight qualitative guided interviews were conducted with managers of the public administration. The interviews were thematically analysed using the method of BRAUN and CLARKE. These steps produced the following results. The interviewed managers took their responsibility for the employees, but they often took a less promising moderating role in cases of conflict. It was identified that the role of the consultant and the role of the conflict attendant was most often taken by all managers. However, these roles were not always classified as solution-oriented. A learning area related to conflict management was identified. Further training of managers in this area would be an opportunity of development for the entire organization.