This study examines the influence of leadership styles on organizational change management in Ghanaian organizations, focusing on transformational, transactional, and laissez-faire leadership approaches. Using a quantitative descriptive research design, the study explored how these leadership styles impact the effectiveness of change management across various industries, including education, healthcare, manufacturing, banking, and telecommunications. A stratified random sampling method was employed to select 300 participants, ensuring representation across organizational levels. Data were analyzed using frequency distribution, descriptive statistics, and correlation and regression analyses with SPSS V. 2022 to identify trends and relationships between leadership styles and change management success. The findings revealed that transformational and participative leadership styles are highly effective in fostering employee motivation, engagement, and commitment during organizational change. These styles align with the need for flexibility and adaptability in leadership, particularly in dynamic environments. However, autocratic leadership remains relevant in contexts requiring urgent decision-making and clear authority, highlighting the importance of contextual adaptability. External factors such as economic conditions, political instability, and cultural considerations were also found to influence the effectiveness of leadership styles in change management. The study recommends adopting flexible leadership approaches tailored to organizational goals and external environments, investing in leadership development programs to enhance skills in transformational and participative leadership, and actively involving employees in the change process to minimize resistance and foster ownership. These strategies are essential for achieving successful organizational change in Ghanaian contexts, emphasizing the need for leaders to balance organizational ethos with adaptability to external challenges.