The work of middle managers: Sensemaking and sensegiving for creating positive social change

This article explores the critical role of middle managers in driving positive social change within organizations. It delves into their functions of sensemaking, where they interpret and give meaning to complex organizational initiatives, and sensegiving, where they communicate and translate these meanings to frontline employees. The research highlights how middle managers bridge the gap between strategic vision and operational reality, fostering commitment and action toward social change goals. It emphasizes the need for organizations to recognize and support middle managers in their unique capacity to influence and implement socially oriented objectives, contributing significantly to impact and transformation within their spheres.