This study investigates the interplay between authentic leadership, organizational culture, and their effects on organizational learning and employees’ readiness to embrace change. Furthermore, it examines how internal locus of control can modify these dynamics. Data were collected from 555 employees in Indonesia’s chemical sector, with 240 participants selected via stratified proportional random sampling. Using SmartPLS 3.2.8, structural equation modeling was employed to test the hypothesized relationships. The measurement model was first evaluated for reliability and validity, confirming that the indicators and constructs were robust. Findings reveal that authentic leadership and a strong organizational culture significantly enhance organizational learning, while their direct impact on readiness for change is minimal. Organizational learning, however, serves as a meaningful mediator in these relationships, and employees with a higher internal locus of control demonstrate greater responsiveness to learning in fostering readiness for change. The results underscore the importance of promoting authentic leadership and cultivating a supportive organizational culture to strengthen learning processes, with individual control beliefs further amplifying the effectiveness of change initiatives.
