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Introduction The full of uncertainty in VUCA era brings challenges for business people and employees. In the 2018 Indonesia Industrial Summit, President Joko Widodo emphasized that five industries, particularly the food and beverage industry, textiles, automotive, electronics, and chemicals industry became the backbone to improve competitiveness in the development of fourth-generation industries and new technology-based investments (Putera, 2018). To meet these expectations and face the VUCA era in business, it requires agile leaders who are innovative and can adapt to all changes. Unfortunately, research on the concept of agility and leadership agility is still minimum in Indonesia. This study aims to analyse the leadership agility competency model in Indonesia, profiling the leadership agility potential of company leaders and the leadership agility development design. Methodology This research was conducted in five industrial fields in Jakarta, started with leadership agility competency identification with expert judgment. Then the competency assessment was conducted with Big Five Personality at Work as the tool, to 382 leaders with convenience sampling technique. The result was analyzed with descriptive analysis method and mapped by category classification according to the concept of Human Resources Optimization (Howard & Howard, 2010). The development programs were designed based on the categories found. Results and Discussion Based on expert judgment, leadership agility competency consists of 14 competencies: (a) comfort with change, (b) initiator, (c) future orientation, (d) objectivity, (e) risk taking, (f) flexibility, (g) comfort with ambiguity, (h) managing through system, (i) range perspective & interest, (j) organization, (k) achievement center, (l) performance focus, (m) political savvy, (n) total quality orientation. Participants were divided into 4 position levels from assistant manager, manager, senior manager and general manager. According to HRO concept, there are 4 categories distinguished by competencies with a minimum medium score: (a) capitalized for participants who have 12-14 competencies; (b) development for participants with 7-11 competencies; (c) caution for participants with 3-6 competencies; and (d) compensate for participants with less than 3 competencies. Some of the managers and assistant managers are still in the development and caution category, need development programs to prepare them to occupy the top leadership later. Development plan will be conducted to improve competencies with low and very low score. The development category at the manager level still lacks in objectivity, political savvy, organisation, and flexibility competencies. The assistant manager level still lacks in risk taking, organisation, total quality orientation, and comfort with ambiguity and paradox. The caution category at the manager level still lacks in political savvy, future orientation, range of persp