Background: The COVID-19 pandemic has affected organizations as they have been forced to move their operations from a physical space to a fully remote work environment. This rapid and forced digitalization puts pressure on organizations and their leaders to guide them through these uncertain times. Middle-managers have been seen as a vital link between the top and lower level of the organization, and through utilizing transformational leadership, adaptations to rapid changes might be less disruptive for followers and the organization. However, COVID-19 has resulted in an unprecedented situation which has caught the middle-manager in the middle of turbulent organizational change. Purpose: The purpose of this thesis is to interpret middle-managers’ adaptation to the forced change from a physical working environment towards a fully remote one from a managerial perspective with the transformational leadership dimension. Method: To address the purpose of this study, a qualitative research design was used, and data was collected through three semi-structured interviews. Conclusion: This study found that three major adaptations were made by middle-managers in response to the forced relocation to remote. These three adaptations influenced three dimensions of transformational leadership who has received increased attention following forced remote which puts pressure on the middle-manager to address these dimensions while adhering to the new contextual circumstances.