This study has investigated how change leadership is perceived by employees during the transition to an activity-based workplace in Swedish organizations. Mixed methods research was applied, combining both quantitative and qualitative methods. The study is based on a survey distributed to employees with experience in moving from an individual office to an activity-based workplace. The theoretical framework is grounded in Kotter's 8-Step Change Model, along with previous research on activity-based offices and change leadership. Quantitative data were analyzed using correlational analyses to explore the relationship between employees' perceptions of change leadership and their attitudes toward change. Qualitative data were analyzed through thematic analyses, identifying the following themes: communication, the work environment, and attitude.

The results show that communicative, inclusive, and supportive leadership was perceived as particularly important throughout the different phases of the change process. The study also indicates that employees with a positive attitude toward change tended to perceive the change process as more manageable. The conclusion suggests that employees' perceptions of change leadership are largely influenced by how well the leadership addresses individual needs, the quality of communication, the degree of employee involvement and the extent to which leadership supported their adaptation to the new work environment. This study contributes to a deeper understanding of how change leadership is perceived in practice during the transition to activity-based offices, with a particular focus on the employees’ perspective.