<![CDATA[This study examines the mechanisms that shape employees' digital agility. Organizational resources in the form of digital leadership and perceived organizational support are positioned as foundations that influence agile behavior through psychological empowerment and digital readiness as serial mediators. A quantitative explanatory analysis was conducted using PLS-SEM with SmartPLS v4.1.1.8. Data were collected through a cross-sectional survey of 140 civil servants of the Directorate General of Treasury in East Java Province. All measurement models met the required criteria for PLS-SEM, and the structural model showed no significant collinearity and no critical risk of common method bias. The findings reveal that digital leadership and organizational support are not directly related to digital agility, but are significantly related to psychological empowerment. Psychological empowerment is significantly related to digital readiness and digital agility, and digital readiness is directly related to digital agility. The serial mediation analysis identifies an indirect-only mediation pattern. These findings indicate that digital leadership and organizational support remain important, but their influence on digital agility is transmitted through employees' internal psychological processes and readiness. This study clarifies the conceptual distinction between digital readiness as a pre-change condition and digital agility as a more advanced adaptive behavior.]]>
