This study aims to investigate how unit managers of municipal housing support perceive their profession, working conditions and professional role. This is done through qualitative semi-structured interviews with ten different unit managers. The result is described through a phenomenographic approach where the variation of perceptions is in focus. The themes that appeared are cooperation and collaboration with other actors in the social services, latitude and opportunities of influence as well as motivation and incentive. The results show that the spectrum of perceptions regarding cooperation with the social workers is broad, and the main opinion is that it works relatively poorly. The staff’s qualifications are considered to be adequate, subjects to improvement and deficient. The role as manager is above all perceived as controlled and with high workload. Emotionally and ethically difficult tasks are handled by distancing, acceptance, maintaining a factual approach, loyalty to the organization and adjusting of emotions. The motives consist of salary, satisfied clients, and professional and personal development. Furthermore, the sociology of emotions was used as an analytical instrument showing that the professional assignments are characterized by authority as well as powerlessness. Authority contributes to feelings of safety, while powerlessness leads to frustration and dejection. Emotional management consists of distancing, a common method according to previous research, adjustment of emotions and conversations with other professionals. These methods also help living up to a normative professional behavior. The various motives are mainly a basis for achieving pride.