This study investigates the impact of leadership style and organizational culture on Artificial Intelligence (AI) adoption in selected banks in Southeast Nigeria, including Access Bank (Onitsha), First Bank (Enugu), Zenith Bank (Awka), and United Bank for Africa (Aba). AI technologies such as machine learning, predictive analytics, and chatbots are transforming banking operations by enhancing efficiency, customer service, and fraud detection. However, integration often faces resistance due to employee fears of redundancy, lack of digital skills, and conservative organizational practices. The research highlights that transformational leadership and adaptive cultures foster innovation, reduce resistance, and improve performance, whereas authoritarian leadership and rigid cultures hinder adoption. Guided by Lewin’s Change Management Theory, the study emphasizes transparent communication, employee training, and stakeholder engagement as critical strategies for moderating resistance and ensuring sustainable AI integration. Findings contribute to organizational change literature by contextualizing AI adoption within the socio-cultural dynamics of Nigerian banking, offering practical guidance for leaders and policymakers navigating digital transformation.