This study observed the relationship of leadership styles and employees’ commitment to organisational change in tourism organisation in Malaysia. A set of questionnaire was developed using the Likert Scale of 1 (Strongly disagree) to 5 (Strongly agree). Data collection using simple random sampling was conducted on 17 April to 20 May 2016 (33 days). Exploratory Factor Analysis (EFA) was conducted with KMO value of 0.72 (Good) and Barlett’s Test (X2 = 1159.72, p = 0.0). The dataset was reliable, normally distributed and linear. Pearson Correlation Test indicate that: (i) a positive weak correlation between transformational leadership and employee’s affective commitment to change (Correlation Rank = 0.33; p = 0.00), (ii) a negative weak correlation against transformational leadership (Correlation Rank = -0.28; p = 0.00) and (iii) a negative weak correlation between transactional leadership and employees’ affective commitment to change (Correlation Rank = -0.21; p = 0.04). The level of affective commitment to change among employees hardly reach Likert Scale 4 (Agree) with the overall mean being 3.88, and std. deviation 0.56. There is a significant difference (t = 5.39, p = 0.00) between both leadership style and employee affective commitment to change with a weak correlation (Correlation Rank = 0.35; P = 0.03). Transformational leadership indicate a significant difference to employee affective commitment to change (t = 3.03, p = 0.003, Beta 0.297). Process analysis revealed that organisational culture does not moderate the relationship between transformational leadership style and employees’ affective commitment to change with the interaction significant value of above 0.05 (p>0.05, p = 0.5397) and between transformational leadership style and employees’ affective commitment to change with the interaction significant value of above 0.05 (p>0.05, p = 0.0522). Overall, transformational leadership indicate a significant difference to employees’ affective commitment to change and its further aspect to explore, recommendation and limitations are discussed.
