It is common knowledge that leadership guides human resource practices which influence employees behaviour and outcomes. Understanding this relationship becomes germane to comprehend the dynamics of organisational change. Human resource practices are crucial for a sustainable change since employees operationalise and institutionalise it. However, limited research has discussed the combination of leadership, human resource practices, and employee behaviour in the context of change. Considering the extensive change management literature on the importance of transformational leadership, we explore the role of the related human resource practices in bringing about affective commitment to change in employees. Additionally, we investigate the intervening role of perceived organisational support. Taking a theoretical perspective, we present the dimensions of the three constructs and the relationship between them. Through the conceptual model, we attempt to understand the practical mechanisms through which transformational leadership can enable organisational change. Research implications and future directions are discussed.