Paradox management research mainly centers around a leader’s role to manage multifaceted paradoxical situations and remains limited to situation-led specific mechanisms at the individual level. In this study, we seek to deepen our understanding on multiple organizational actors situated at different hierarchies’ and understand how these actors manage interwoven and frequently occurring paradoxical situations. We use longitudinal data collected at two points in time from executives, top management, team leads and employees working in the high-tech SMEs. Data on participants’ lived experiences, gleaned through semi structured interviews lead us to the development of a multi-level paradox management model. We show that: (a) leader behavioral flexibility is a key underlying mechanism as leader’s paradox communication determines whether other organizational actors perceive paradoxical situation as a threat or an opportunity: (b) leader engages followers in paradox management by exercising strategies such as empowered-accountability and capitalizing on followers capabilities; (c) followers proactively engage to stay ahead of the curve and plan the way forward; (d) leader and followers together foster disruptive organizational culture, enabling holistic and systemic thinking and managing paradoxical situations; and (e) the mechanisms are interwoven rather than leader or follower specific, and nested strategies are involved at the interplay of multiple organizational hierarchies. We offer significant theoretical and practical implications.