The aim of this qualitative study is to understand how first-line managers lead their employees in the implementation of social service legislated value-base for elderly people. We wanted to understand what kind of leadership the managers used and how this leadership is formed by their acting space. Method: For this study is a qualitative method used. Trough semi-structured interviews, with 7 first-line managers, the empirical data were collected. Theory: For the analysis of the empirical data was Kurt Lewin’s three classic leadershipstyles used; the autocracy, the democracy and laissez-faire, and the theoretical concept of acting space. Result: The result of the study showed that the most common leader-style is the democracy style among the first-line managers. In the work with the social service legislated value-base for elderly people it is important to be a present leader that supports and include the employees in this work. However there are situations where the leader has to use an autocracy leader-style. The leadership is shaped by the acting space the first-line manager has. It can be affected by the organizational conditions like resources and the possibility of education for both the managers and the employees.