<p>This study examines how leadership agility, digital transformation, technology infrastructure, and organizational agility are interconnected in organizations operating in a developing economy with resource constraints and uneven digital maturity. Drawing on the Resource-Based View and Dynamic Capabilities Theory, the study explains how managerial coordination and technological renewal support organizational agility. Data from 303 respondents across diverse industries were analyzed using partial least squares structural equation modeling. The findings indicate that leadership agility is positively associated with both digital transformation and organizational agility. Digital transformation is also positively associated with organizational agility and partially mediates the relationship between leadership agility and organizational agility, indicating that leadership effects are realized through the deployment of capabilities. Furthermore, technology infrastructure moderates the relationship between digital transformation and organizational agility, suggesting that infrastructural flexibility and integration enhance the effectiveness of transformation. By examining these relationships in the context of a developing economy, the study extends the existing literature by demonstrating how contextual constraints shape dynamic capabilities. It contributes by positioning digital transformation as a core organizational capability, highlighting the conditional role of infrastructure, and explaining how leadership and technological capabilities jointly shape organizational agility.</p>