Date of Conferral

11-11-2025

Date of Award

November 2025

Degree

Ph.D.

School

Psychology

Advisor

James Herndon

Abstract

With volatile and rapidly changing environments, teams are under increasing pressure to adapt and maintain performance. This quantitative, cross-sectional correlational study examined the extent to which team coaching predicts team adaptive performance in volatility, uncertainty, complexity, and ambiguity environments, with team resilience as a mediator and team learning agility as a moderator. An integrated theoretical framework combining conservation of resources theory, social cognitive theory, goal-setting theory, and team coaching theory grounded this study. Participants included 291 working professionals with at least 3 months of team membership and coaching experience, spanning various industries, including technology, healthcare, finance, and government sectors. They completed the team diagnostic survey, team resilience measure, individual differences learning ability scale, and the team adaptive performance scale. Structural equation modeling using the partial least squares approach revealed that team coaching significantly and positively predicted adaptive performance. Team resilience and team goal commitment partially mediated this relationship. Team coaching also directly influenced resilience, learning agility, and goal commitment, each of which contributed to enhanced adaptive performance. Learning agility slightly moderated the direct relationship between coaching and adaptive performance; however, it did not significantly moderate the indirect effects via resilience and goal commitment. The implications for positive social change include the potential for leaders, coaches, and human resource professionals to implement coaching practices that foster adaptability, resilience, and learning agility for sustaining performance in dynamic organizations.

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