Introduction: The management of change has become the key skill of every (health) organization and the necessity of its survival as change has become inevitable. The degree of unsuccessful change is as high as 70 percent, which is why it is important to know the reasons why we are introducing changes and how we can successfully implement changes in everyday practice. Change management involves thoughtful planning and implementation, and the success of this process largely depends on the correct management approach, since management styles have a direct impact on the success of introducing changes, by transforming employee attitudes. Purpose: We want to examine, based on the conducted research, and explain the influence of management styles on the introduction of changes, and to evaluate the satisfaction and effectiveness of leadership styles, with the goal of providing peer management with the information it needs to optimally and successfully introduce changes in health organizations. Methods: The master's thesis is designed as a combination of theoretical and empirical work. The theoretical part of our research represents an in-depth analysis of foreign and domestic existing established literature, which we acquired through the following established databases: COBISS Online, Google Scholar, Web of Science, ScienceDirect and EBSCOhost. Having previously presented the research problem, we examined the problem of the influence of managerial approaches on the introduction of changes in Slovene health centers by using an experimental quantitative method of empirical research. We carried out a cross-sectional study. We used a questionnaire for the collection of data, which we designed in accordance with the purpose of empirical research. 112 participants participated in four Slovenian health centers. The processing and display of data was carried out with the Microsoft Excel software and the SPSS V 24 statistical processing program. Results: We received 112 completed questionnaires. We confirmed all five previously formed hypotheses. We have shown that transformational guidance is statistically (p <0.05) positively related to the perceived performance of the introduced changes in organization. Transactional management is also positively correlated with the success of changes only to a lesser degree than transformational. As additionally, we have shown that both transformational and transactional management, with the estimated effectiveness of management styles, are strongly affiliated, while laissez-faire management is medium-strong negatively. As a last step, we have shown that the strength of the relationship with employee satisfaction is the greatest in transformational leadership. Discussion and conclusion: The results of the research show that transformational leadership is a leading leader in the process of introducing changes in health organizations. The results of our research are similar to the conclusions of the remaining research in this field. Based on the performed quantitative research, it can be noted that the transformational behavior of managers is positively correlated with the performance of the introduced changes, higher efficiency and higher employee satisfaction. In recent decades, the emphasis on change has proven to be a key driver of organizational success. An appropriate management style has a direct impact on the success of the changes, and, last but not least, on the working environment in which changes are introduced.