The focus of this study is on the influence of organizational culture and leadership on employees’ attitudes toward educational change. The study was carried out in selected schools under Sarpang Dzongkhag of Bhutan. The study aimed to examine the nature and practices of school culture and influence of leadership culture on employee attitudes toward change and educational leaders’ strategies to cope with challenges and align future initiative with organizational culture through the above objective research was conducted. A qualitative approach was used so that the experience and perception of the participants can be understood deeply. There were total of 40 Participants including 20 Principals and 20 Teachers selected from different Schools of Sarpang Dzongkhag through purposive sampling. Based on the results of the research, the inferences indicate that the school culture is understood as collective, cooperative, disciplined, respectful, co-responsible and built from professional relations. Cultural practices were reinforced through multiple avenues including modeling, meetings, mentoring, assemblies, professional development and collaboration with peers. In addition, changing employee towards policies is affected by the leadership culture, the study revealed. A supportive, participatory, and collaborative kind of leadership brought in increased confidence, ownership, and motivation among the teachers and their willingness to adopt new practices. The findings further suggest that resistance was decreased and engagement at each reform level strengthened through professional development, mentoring, peer support, participatory decision-making, recognition of innovation and ongoing leadership support. The major reforms identified were curriculum competency-based and the use of ICT in teaching, learning, assessment and administration.