This study attempted to investigate the moderating effect of organizational culture between the leadership style and normative commitment to change. The study relied on the data collected from 371 employees of Yemeni public sector. The finding of this study shows that organizational culture plays an important role of moderating the relationship between leadership style either transformational or transactional and normative commitment to change. Furthermore, the results light out that the transformational leadership is positively related with normative commitment to change. In the same line, transactional leadership is found to be not only positively related with normative commitment to change but also as stronger effect on it. This study was carried out with numerous limitations as example is cross sectional was conducted in this study and this could not figure out the effect pre and after change, thus longitude study is highly recommend in order to look in deep and compare the result. Not only this but also there may conduce in another sector and industry, it may come out with different light. With believing of different culture and its effect, future study can be conducted in different research context. This research has figured out the weakness of empirical study in change management literatures by connecting the leadership style, and organizational culture, and how they are associated to employee normative commitment to change. In the same way, it has provided a guideline for the public sectors in general and particularly in Yemen context on how to successfully implement change phenomena as well as how to get effective and efficient leadership with change management.