This paper analyzes connection among human relations climate, perceived organizational support and employee readiness to change mediated by participative leadership. The model is based on systems theory and social exchange theory and it perceives organizational factors as interrelated system wherein any alteration in one aspect will affect whole system. Relying on idea of systems thinking developed by Peter Senge, study brings up role of trust, communication and cooperation in human relations climate as they affect perception of organizational support among employees and eventually their readiness to welcome change. Participative leadership supports such relationships by encouraging employee participation in decision-making process and underlining two-way feedback between the employees and organization. Also, integrating design thinking would bring with it a human, empathetic and iterative problem-solving strategy towards organizational change. This study provides effective suggestions to organizations willing to promote enabling environments, participatory leadership, innovation and flexibility to support sustainable and efficient change.