Abstract: The rapid evolution of digital technology has fundamentally reshaped organizational landscapes, requiring leaders to develop leadership agility—the ability to swiftly adapt, think strategically, and drive innovation in response to dynamic changes. Traditional leadership models struggle to navigate the complexities of volatile, uncertain, complex, and ambiguous (VUCA) environments, making leadership agility a critical competency in the digital era. This study employs a qualitative phenomenological approach to explore how leaders perceive and implement agility in decision-making, innovation management, and organizational adaptability. Semi-structured interviews with industry leaders provide insights into key enablers and barriers to agile leadership. Findings reveal that leaders who embrace leadership agility demonstrate adaptability in decision-making, effective integration of emerging technologies, and foster inclusive and learning-oriented cultures. Case studies from various organizations illustrate successful applications of agile leadership, leading to increased innovation, enhanced workforce productivity, and improved market competitiveness. However, barriers such as resistance to change, lack of digital literacy, and bureaucratic structures hinder agility adoption. This study underscores the need for structured leadership agility training programs and the integration of agility principles into corporate governance frameworks. Organizations that cultivate agile leadership will be better positioned to thrive in the digital economy. Future research should focus on strategies to accelerate the development of leadership agility across different industries.

Keywords: Leadership Agility, Digital Transformation, Adaptive Leadership, Innovation Management, Organizational Resilience.