This study examines the influence of change leadership on employee support for an intentional organizational change in the Delta State Ministry of Education Asaba, Nigeria. The study employed a cross-sectional research methodology and a self-administered Likert-type questionnaire. Data for the study were obtained from employees who were undergoing through significant upheaval. The data collected was evaluated using structural equation model. The study found that essential change leadership qualities including communication and involvement aid in building employee support for change initiatives. The cognitive and behavioral reactions of the employees to the planned change was influenced by change leadership. Employees' cognitive assessments of and emotional reactions to the planned change event served as a mediating factor in the relationship between change leadership and behavioral intentions to support the planned change. When assessing planned organizational transformation efforts, leaders frequently pay more attention to how employees respond to the change than to the causes of those reactions. The significance of addressing employee attitudes as the first step toward desired change activities was emphasized by this study. This study adopted a multidimensional approach to attitudes and examined their hierarchy of impacts in order to more accurately describe the influence of change leadership on employee support for change. The study makes a number of suggestions, one of which is that leaders should boost employee morale prior to initiating change projects in order to increase the likelihood of success. In a world of rapid change and cultivation of adaptable mindsets, change leadership is essential.