This thesis examines the implementation and practice of environmental initiatives within universities. Environmental management is explored through the lens of individual sensemaking to further the understanding of managing change processes and to reveal the implications for university leadership. This qualitative research is based around an interpretive study of four case study universities in South Wales, UK. The thesis introduces the concept of environmental management and highlights the drivers for implementing environmental management initiatives within higher education. This thesis provides a unique contribution to the existing debate on individual sensemaking through exploring the experiences of university members pertaining to the implementation of environmental management initiatives within the four universities. Data analysis reveals internal barriers and the dysfunctional attitudes of organisational cynicism and ambivalence to change. As such, these concepts act as subtle resistors to implementing environmental management initiatives. The internal barriers manifest as a lack of environmental leadership and a failure to provide an environmental vision and strategy to university members. Associated organisational cynicism is seen to arise from the frustration and disillusionment of individuals towards the efforts of university leadership to implement environmental management. This thesis reveals that ambivalence is a common experience which results in a simultaneous supportive and negative response towards environmental management. Ambivalent behaviour is exposed by individual members and, importantly, by university leadership. The thesis concludes that the ambivalence of university leadership is described as a 'latent' resistance to environmental management; a hidden internal obstacle which needs to be overcome in order to implement environmental management initiatives. In terms of university management, this research suggests the need for university leaders to acknowledge and understand the negative effects of organisational cynicism and ambivalence on managing change processes and on the university as a whole.