This case study explores the transformation of Bahrain Polytechnic, which resulted from a merger with a small vocational institute in 2022, following the development of a strategic plan underpinned by a national KPI. The study investigates critical organisational factors and leadership qualities that had guided the transformation. Findings can be potentially applicable to other public education institutions in the Middle East. Employing a qualitative approach, the research utilized focus group discussions, document analysis, and a thematic analysis framework to identify key leadership behaviors. By comparing these findings to existing literature on agile leadership, the study identified key characteristics: bold experimentation (including decision-making with incomplete information), reshaped relationships, trust, adaptability, and collaborative decision-making. While the study did not reveal significant deviations from established agile leadership principles, it underscored the paramount importance of urgent decision-making and seizing opportunities, even with incomplete information, followed by course corrections guided by team input. This research highlights the need for further investigation, including broader stakeholder interviews and the exploration of iterative change management models to further refine our understanding of agile leadership in this context.