Public sector organizations face paradoxes on a regular basis. However, the extant literature has not paid adequate attention to formally analyze and draw out nuances of the said paradoxes which occur on an almost day-to-day basis and as research suggests, may have the potential to significantly impact various performance-related measures. Based on thematic analysis of semi-structured interviews of mid-level public administrators in India, the study found evidence of six paradoxes: creativity paradox, political paradox, decision-making paradox, implementation paradox, consideration paradox and identity paradox. The study aims to contribute to theory development on paradoxes and paradoxical leadership by providing a more nuanced view of the same. The study has the potential to inform officers, trainers, and human resource managers of public administration about the paradoxes that are inherent in this job and the leadership capabilities required to manage them at work.