This qualitative study explores how middle managers who thrived during Hurricane Katrina used their workplace social support systems. An emphasis was placed on identifying the sources and types of support received before, during, and after the Katrina crisis. Significant challenges exist today for organizations on the basis of societal, political, environmental, and technological trends. Among those trends are predictions of greater numbers and intensities of weather-related crises triggered in part by global weather pattern shifts and global warming. These challenges create a compelling need for leaders to effectively plan for and manage crises to assure organizational survival. Middle managers, in particular, play a critical role in terms of planning for and recovering organizational functioning after a crisis. Yet relatively little is known about how they subjectively experience adversity and receive social support in the workplace. This study draws upon three bodies of literature...