Abstract
Although individual and team agility are increasingly important for organizations, these levels have largely been explored in isolation. Drawing on social learning theory, this study examines the influence of transformational and instrumental leadership, as well as team psychological safety as a conducive environment, in fostering agility at both the individual and team levels and their corresponding performance outcomes. Using a multi-wave, dyadic survey of 29 teams (122 employees and 29 team leaders) in a telecommunications company, this study advances understanding of the multilevel interplay between individual and team agility.