Context and Academic FrameworkThis research study is an original scholarly work conducted within an independent academic framework and prepared in accordance with established research and publication standards. The study is presented for academic dissemination and contributes to ongoing scholarly dialogue within its relevant disciplinary field. The research reflects independent academic inquiry and is prepared for permanent academic archiving and citation. Upon publication, it forms part of the Catholic Open University Research & Study Center Digital Library, where it is preserved for scholarly reference, academic indexing, and long-term accessibility. Abstract This research study critically examines the leadership challenges and systemic barriers that hinder the adoption of the circular economy model in organizations. While the circular economy promises sustainability, innovation, and long-term value creation, its implementation often falters due to leadership inertia, short-term profit orientation, and organizational resistance to change. The study highlights how leaders frequently fail to provide a clear vision, allocate adequate resources, or foster a culture of collaboration necessary for systemic transformation. It explores both organizational-level obstacles, such as rigid structures and outdated business models, and individual-level barriers, including lack of awareness, skills, and motivation among managers and employees. Through a multi-layered analysis, the paper argues that the circular economy is not only a technical or operational shift, but fundamentally a leadership challenge requiring courage, foresight, and responsibility. Ultimately, it calls for leadership practices rooted in long-term stewardship, cross-sector collaboration, and adaptive learning.