Successful organisational change begins with employees, in which employees become the core of organisational change, especially in cases of divergent organisational change which could represent a matter of life and death for the organisations. Literature on theory of power had identified personality, personal mastery, and network centrality as central to organisational change. Having this power, however, does not guarantee that people within the organisations have desire to participate actively to facilitate that change. This study examines how personality could increase employees engagement in organisational change through the mediation effect of personal mastery and network centrality. This research was conducted in a state-owned Indonesian energy enterprise, included 155 respondents, and data was analysed using structural equation modelling. The results of this research confirm that personal mastery and network centrality mediate the effect of personality on employee engagement to achieve organisational change. Network centrality in particular, has a greater effect on employee desire to change. The study concludes with a discussion of the findings, managerial implications and limitations.