<![CDATA[The aviation industry operates under rapid technological, regulatory, safety, competitive, and customer-driven change, making Organizational agility a critical capability. This study examines the effects of Strategic leadership and Learning organization on Organizational agility in the Indonesian aviation industry. The research design follows a quantitative explanatory approach with purposive sampling of 200 airline employees who meet the criteria of permanent employment, at least one year of tenure, and involvement in managerial, operational, learning, or decision-related activities. The instrument comprises 25 Likert-scale items and the analytical model uses multiple linear regression with SPSS-equivalent procedures. For manuscript-development purposes, the statistical workflow is demonstrated using a controlled synthetic dataset of 200 observations because the source material did not include raw respondent data. Within this analytical dataset, all indicators exceeded the item-validity threshold, construct reliability was high (Cronbach's alpha = .909-.915), regression assumptions were satisfied, and the overall model was significant (R² = .543; F = 116.967; p < .001). Strategic leadership showed a positive association with Organizational agility (β = .282; p < .001), while Learning organization showed the stronger association (β = .619; p < .001). The findings illustrate how strategic direction and continuous organizational learning can jointly strengthen Organizational agility, while empirical claims must ultimately be confirmed using actual field data.]]>
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