Organizations, while being in a changing and competitive world, are constantly forced to adapt themselves and therefore to change. Despite this need, the evidence demonstrates that the employees resist changing. Boss leadership and employee s personality have been identified as key aspects that explain either decrease or increase in the level of resistance to change. However, to date there is no research that analyzes both aspects together. This article examines the moderating role that two employee's personality traits (Neuroticism and Openness to Experience) have on the relationship between transformational leadership and resistance to change. From a sample of 142 employees of an organization in the Colombian industry, it was found that two dimensions of transformational leadership (charisma and intellectual stimulation) decrease employee resistance to change, while both personality traits moderate this relationship making it stronger. These findings highlight leadership as a key organizational strategy to overcome resistance to change, while emphasizing that the effectiveness of this strategy should include, in its implementation, the personality of the employees involved in the processes of change.