Organizations must adapt to changes nearly constantly in today's business environment if they want to stay competitive. Despite the widespread interest of implementing organizational change, several studies indicated unfavorable outcomes, the majority of those initiatives resulted in an unsatisfactory execution of the organizational change process and ultimately failure. Resistance is frequently the first thing that springs to mind when contemplating change. This is due to people's perception of change as a disruption that makes them consider its negative effects; as a result, they either fight change or become unsure of how it will happen. The objective of this paper is to investigate the relationship between different leadership styles (participatory, laissez- faire and autocratic) and the successful implementation of organizational change. In addition, the paper investigates whether employee acceptance has a moderating effect on the two variables. The target population consists of non-managerial employees from various organizations in Klang Valley. The study employed a quantitative methodology. A non-probability, purposive sampling method was utilized to collect data through a self- administered survey questionnaire. The findings of the study show that only laissez-faire leadership style had a positive significant relationship with organizational change success. In addition, employee acceptance does not substantially moderate the relationship between the three leadership styles and the success of organizational change in Klang Valley. The research findings will allow industry managers to re-evaluate the leadership approaches that are being implemented in organizations. Furthermore, this research adds body of knowledge, new literature on the focus area to benefit academicians and researchers.