For organizational leaders, manag ing strategic change is a prim ary management activity (By, 2005). Reflecting its significance as a management function, there is now a subst antial body of literature and many dynamic models and ‘recipes’ advising managers how to lead and implemen t strategic change. These models present an ordered macro approach to what , in reality, is a highly complex , recursive and messy pro cess. In this chapter we eschew these neatly packaged cha nge management processes and ex plore the micro level arguments of leaders as they grapple with the uncertainty of strategic change and se ek to give primacy to their sense of the change and related issues. Based on th e findings of our extensive mic ro level study, we prese nt a theoretical model which explains the mechanisms that underpin this important acti vity.