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Abstract The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by knowledge management. In this study, an explanatory design and a quantitative approach were employed. A structured questionnaire survey was administered to 366 randomly selected respondents from public organizations in northwest Ethiopia. The reliability and validity of the scale items were rigorously assessed, and the data were analyzed using partial least squares structural equation modeling. The findings reveal the direct effects of strategic leadership and knowledge management on change management, with knowledge management partially mediating the relationship between strategic leadership and change management. The study addresses a significant gap in the literature by shedding light on how strategic leadership drives change in public organizations. Its interdisciplinary approach and examination of mediation offer original insights, paving the way for future studies on challenges within public service contexts. Recommendations underscore the importance of considering local context, embracing adaptive leadership, and integrating knowledge processes for effective change management in public organizations.

The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by organizational culture, knowledge management, and accountability. The study applied an explanatory design and a quantitative approach through a structured questionnaire survey (n = 366) with randomly sampled respondents in public organizations in Central Gondar, Ethiopia. The reliability and validity of scale items were tested. The data were analyzed using SEM-PLS version 4. The results revealed that strategic leadership, organizational culture, knowledge management, and accountability had a direct effect on change management. Additionally, the study demonstrated a partial mediation of organizational culture, knowledge management, and accountability, shaping the relationship between strategic leadership and change management. This study fills a gap in the literature on how strategic leadership determines leading and managing change in public organizations. Moreover, it reveals valuable insights into multifaceted dynamics and multiple mediating factors. The study’s unique interdisciplinary approach and multiple mediation explorations within public organizations are deemed original, laying the groundwork for future research on challenges in public service contexts. Finally, it is recommended that government officials and policymakers prioritize local context, adaptive leadership, accountability mechanisms, cultural integration, and contextualized knowledge for change in public organizations.