Abstract Leading organizational change is one of the core strategies for enhancing the continued existence of businesses, especially in the current era where transformations are being witnessed in different areas, including technology, culture, and consequently the way of carrying out institutional agendas. Many organizations, including those that have a global bearing such as the Federation Internationale Football Association (FIFA), have had to deal with change to enhance the way they operate. This study is founded on FIFA’s change management strategy that entailed the replacement of the organization’s corrupt president, Sepp Blatter. Gianni Infantino who is currently FIFA’s head has been in office for two years since 2016. Through a literature review on the general issue of leading organizational change and a case study on FIFA’s leadership, this study also reveals why FIFA adopted the move to expel Sepp Blatter from being the organization’s head. Specifically, in a later section, the paper will highlight issues such as poor governance, the flouting of various ethical principles, and mismanagement of the organization’s resources as key elements that triggered the need for leadership change in FIFA. Leading organizational change requires stakeholders to be aware of how the proposed strategy will result in constructive transformation. The study will address Gianni Infantino’s plan for changing FIFA’s organizational structure, owing to the gaps witnessed during Sepp Blatter’s era. The strategy is expected to address the question of poor governance and ethics linked to the previous regime. Stakeholders have expressed confidence that Gianni Infantino’s transformational leadership approach will restore FIFA’s lost image. Conclusively, based on the expositions gathered, the study will suggest that implementing leadership change in organizations is usually founded on various issues, for instance, the need for better organizational management and adherence to the laid down policies. Federation Internationale Football Association (FIFA) Change is an unavoidable phenomenon in the contemporary business world. Organizational leaders are anticipated to be in the forefront implementing strategies that can steer their business operations forward. Although various obstacles such as employees or stakeholders’ rejection of the proposed change bar organizations from realizing a successful transition, leaders are expected to moderate the situation by suggesting possible and viable options that can be adopted to safeguard their business’ image and operations. Otherwise, any organizational head whose behavior or way of operation does not contribute to the realization of the laid down objectives, relieving the respective leader of his or her responsibility may be the only wise option. Fai (2016) reveals, “Even though 90% of organizations are in some stage of transformation, only 30% of change initiatives succeed” (para. 1). This finding reveals the complexity associated with leading change in an organization. For instance, self-interested individuals may be against the proposed transformation, owing to various illegal benefits they enjoy in partnership with the organizational leader. They may side with a leader who encourages fraud, bribery, and election m