Middle Managers as Change Agents: A Grounded Theory Approach

Abstract

The objective of this study was to explore how middle managers in Brazilian organizations enact their roles as change agents, highlighting the strategies they use, the challenges they face, and the identity negotiations they undertake during organizational transformation. A qualitative grounded theory methodology was employed to generate an empirically grounded conceptual understanding of middle managers’ roles in change processes. Data were collected through semi-structured interviews with 18 middle managers from diverse industries in Brazil, selected purposively to ensure variation in perspectives. Interviews were conducted until theoretical saturation was reached, transcribed verbatim, and analyzed using NVivo 14 software. Analysis followed the grounded theory procedures of open, axial, and selective coding, with constant comparison and memo writing applied throughout the process to ensure analytical rigor and depth. Three overarching categories emerged from the analysis. First, navigating organizational change highlighted challenges such as adapting to structural shifts, communication ambiguities, balancing dual expectations, resource constraints, and informal learning. Second, middle managers as change enablers revealed proactive strategies including building trust, motivating employees, facilitating collaboration, coaching and mentoring, translating strategies into practice, and acting as role models. Third, personal and professional identity in change captured both growth opportunities and strains, encompassing professional development, emotional burden, identity negotiation, resilience-building, and ethical dilemmas. Participant narratives underscored middle managers’ dual role as both implementers and interpreters of change, mediating between organizational demands and human concerns. The study demonstrates that middle managers are central actors in organizational change, operating simultaneously as translators, enablers, and identity negotiators. By illuminating their experiences within the Brazilian context, the findings contribute to a deeper understanding of the relational, structural, and personal dimensions of change leadership. Practical implications highlight the need for organizational support structures that empower and sustain middle managers in fulfilling their critical change-agent roles.