Participatory budgeting is fast becoming a popular form of public<br/>participation. Public managers play an important role in organizing and<br/>implementing participatory budgeting. Their role perceptions affect<br/>whether they use their discretion to limit or increase residents’ say in<br/>participatory processes. However, we know little about public managers’<br/>role perceptions in participatory budgeting. In this study, we develop a<br/>typology of public managers’ role perceptions in participatory budgeting<br/>using a Q-methodological analysis of public managers in seven municipal<br/>participatory budgeting projects in Belgium. We find evidence for four<br/>distinct perspectives: a managerial, citizen-centered, technocratic, and<br/>skeptical perspective.