This thesis investigates the effects of change fatigue and adaptive leadership on work engagement and organizational commitment using a convergent mixed-methods approach. Quantitative data from 79 professionals and qualitative insights from 11 interviews reveal that adaptive leadership significantly enhances work engagement but has no meaningful impact on organizational commitment. Conversely, change fatigue negatively influences engagement and shows a mixed impact on commitment, increasing continuance and normative dimensions while reducing affective ties. Mediation and moderation analyses found no buffering effect of adaptive leadership, though job level significantly moderated leadership’s impact on engagement. Qualitative findings highlight how personal change fatigue manifests in exhaustion and altered motivation, underscoring the importance of empathetic leadership. The thesis contributes practical insights for organizations seeking to maintain workforce resilience in high-change environments.