Organizations, individuals, and students must be agile to thrive in a constantly changing culture. The problem addressed in this quantitative predictive correlational study was that there has been little research that determines the effects of stress and psychological flexibility on agile behavior despite the fact that 70% of change initiatives fail due to employee inability to adjust. The purpose of this quantitative predictive correlational study was to examine to what extent employee stress levels and/or employee psychological flexibility levels predict employee agility levels. The study used the status, certainty, autonomy, relatedness, and fairness (SCARF) social cognitive neuroscience model as a framework to examine the link between mindset and agile behaviors. Data were collected from 110 random full-time employees ages 18 years and older in eight countries and 17 professions. Each participant completed a survey comprised of three assessments: the Psychological Flexibility Questionnaire, the Agility Survey, and the Perceived Stress Survey-10. The results indicated that reported psychological flexibility and stress account for 45% of an individual's agility levels. Furthermore, findings indicated that psychological flexibility had both a direct and indirect effect on individual agility. While stress reduced an individual's agile capacity, PF reduced stress and its effects as well as increased agility. These results led me to recommend that K-12 schools implement a psychological flexibility and agility curriculum. Health, well-being, and stress management programs should include psychological flexibility and agility training initiatives. Hiring practices should focus on a process that values psychological flexibility and agility rather than simply focusing on established hard skills. Organizational talent development must include curriculum and training that employs techniques to increase psychological flexibility and agile behaviors. Change management initiatives should strive to reduce stress, meet employee SCARF needs, and begin change initiatives by increasing employee psychological flexibility and agility. Leadership should focus on creating a psychologically safe environment as the foundation for organizational innovation and agility. Recommendations for future research include increasing sample sizes, large scale international and interdisciplinary research collaboration, and the inclusion of qualitative and mixed methods research. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]