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A study on the role of middle managers in organizations undergoing transition was conducted. The respondents were required to complete questionnaires asking them to describe changes in the importance of their roles before and during the transformation, changes in the clarity of the importance of these roles, and changes in the specific tasks and responsibilities within these roles. Interviews were conducted after the survey. Results showed that the competing values framework is applicable in studies such as this. Findings revealed that the transformational roles of the managers increased during downsizing. Three functional roles, namely the director, producer and coordinator, also increased during downsizing. The study also revealed the managers' hyper-effectiveness, a condition of high performance that is potentially unsustainable in the long run .