###### Abstract  
Executive duties have long been described as becoming more intensive and demanding. One contributing factor is a perceived increase in the complexity of the operating environment. A high level of physical fitness has been suggested to support responses to those demands. This study aims to contribute to the topic by producing a holistic view informed by asking how physically active executive-level leaders perceive the impact (whether positive or negative) of managerial athleticism on the level of the individual, organization, and society. Twenty physically active high-level leaders were interviewed for the study. The sample was almost equally split by gender, represented a diverse range of societal sectors, and engaged in many different forms of exercise. The results support previous research; however, this study provides a more nuanced view of the topic. Although the interviewees saw many good aspects of physical exercise, such as providing physical, affective, cognitive, and social resources, they were also able to think critically about their personal relationship with exercising and their attitudes toward others taking physical exercise. The study highlights the role of balancing the harmonious and obsessive aspects of the relationship with exercising. Instead of a disproportionate study of extreme cases, we conclude that it would be worthwhile studying leaders with a harmonious relationship with exercise to ensure results do not become biased and physically active leaders are not stereotyped. physical fitness; leadership; well-being; organizational performance; managerial athleticism 2021 October 202  
ability of leaders to meet the growing demands of leadership tasks (see [PERSON] et al. 2000). Physically fit leaders are assumed to be more resilient in challenging times (see [PERSON] et al. 2007). Being in good physical condition is important for leaders, but their fitness could also indirectly benefit the organizations they lead and society more broadly ([PERSON] et al. 2000; [PERSON] and [PERSON] 2015). The literature on physically active leaders appears to be divided into two research streams. The first is quantitatively oriented and seeks to find positive connections between physical activity and managerial performance: That stream has already produced interesting preliminary results (e.g., [PERSON] et al. 2002; [PERSON] and [PERSON] 2015; [PERSON] et al. 2012; [PERSON] et al. 2019). The second is qualitatively oriented and approaches the theme more critically, for example, by scrutinizing masculine connotations and heroic individualism as they relate to managerial athleticism (e.g., [PERSON] et al. 2015; [PERSON] et al. 2017; [PERSON] 2019; [PERSON] and [PERSON] 2021; [PERSON] et al. 2021). In this article, these tensions within the field of study of managerial athleticism are unveiled using the lens of the lived experience of 20 physically active executive-level leaders (e.g., cabinet ministers and CEOs). The aim is to address the theme holistically, aiming to outline both the positively and negatively perceived aspects of managerial athleticism. The objective is also served because the interviewees represent a diverse range of societal sectors (public, private, and third sector) and sports (e.g., triathlon, yoga, golf, and weightlifting). The interview data elicited were analyzed to address the following research question: _How do physically active executive-level leaders perceive the impact--both positive and negative--of managerial athleticism on the level of the individual, organization, and society?_ Specifically, this study comprehensively addresses the outcomes of being a physically active executive-level leader and reveals how being a physically active leader is in many ways a balancing act and not just black and white issue. The article is structured as follows. It begins with a review of literature related to managerial athleticism.