This study examines the effect of Leadership Agility on Company Performance through the parallel mediation of Strategic Agility and Organizational Agility within PT XYZ, a nickel mining subsidiary operating in East Halmahera, North Maluku. Indonesia\'s nickel sector has faced sharp swings in production quotas, royalties, and regulatory requirements, conditions under which leadership capability is theorized to matter most. The research addresses two literature gaps: contradictory findings on the Leadership Agility -Organizational Agility relationship within Indonesia\'s public sector, and the absence of formal mediation testing within an extractive industry setting. Using a quantitative, deductive, cross-sectional design, primary data were collected via a structured five point Likert questionnaire from 207 valid respondents (drawn from a population of 225 tenure eligible employees) and analyzed using PLS-SEM (SmartPLS 4.1) with bootstrapping. All seven hypotheses were supported: Leadership Agility significantly shaped both Strategic Agility and Organizational Agility, which together with a smaller direct effect drove Company Performance; both mediation pathways were also significant, indicating complementary partial mediation. These findings confirm that leadership agility drives company performance both directly and by building strategic and organizational capabilities, resolving contradictory evidence on the Leadership Agility organizational Agility link and extending mediation testing into a high-volatility mining context. The results offer PT XYZ\'s management an evidence-based basis for prioritizing leadership development alongside organizational-system investment, with broader relevance across Indonesia\'s nickel mining sector.