This essay is based on the fact that both private and public organizations are facing constant organizational changes, which is due to, for example, globalization, changing consumption patterns and political decisions. At the same time, the research shows that the majority of change initiatives do not achieve the desired result or even fail. The purpose of this study is to contribute with increased understanding of the middle manager's possible role as a change agent in the event of an organizational change. The research design consists of a case study ata municipal housing company with a focus on a newly appointed middle management role, the property manager, who manages two parallel organizational changes. The role of the middle manager is also a result of the internal organizational change. Based on semistructured interviews with nine middle managers, the answers are coded into five theme areas: Interpretation of the change work, Participation and influence, Middle managers' responsibilities in the change work, Support from the management and Middle managers and resistance. These five themes form the basis for the study's analysis and conclusions. The study comes to the following conclusions: to recognize middle managers as a strategic asset within organizational change, to ensure that middle managers have the right conditions and access to decision-making processes, that middle managers have the right training to be able to work strategically with change measures and to give middle managers time to both driving change and operational work.