Organizations in dynamic and frequently changing contexts need adaptive performance. Psychological Capital (PsyCap), Power Distance Orientation (PDO), and adaptive performance in Nigerian firms are examined in this research. Hope, self-efficacy, resilience, and optimism psychological capital influence employees’ attitudes, motivation, and behavioral responses to workplace obstacles. However, adaptive performance shows individuals’ ability to adapt to new jobs, unexpected situations, technological developments, and organizational needs. While PsyCap has been shown to improve employee performance, cultural factors like power distance orientation have been overlooked in shaping how these psychological resources translate into adaptive behaviors, especially in emerging economies. This article uses positive organizational behavior and cultural dimension theory to link PsyCap to adaptive performance and identify power distance orientation as a moderating factor. Hierarchical systems and centralized authority may limit employees’ initiative and flexibility, reducing psychological resources in high power distance contexts. Organizations that minimize hierarchical obstacles and support participative leadership are more likely to allow employees to use PsyCap for flexibility. The study emphasizes the need to combine psychological resource development with culturally sensitive leadership in Nigerian firms. Strengthening employees’ psychological capital and overcoming hierarchical restrictions improves adaptive performance. The essay offers theoretical insights and practical advice for organizational leaders, human resource practitioners, and policymakers wanting to improve workforce flexibility and organizational resilience in Nigeria’s dynamic economy. 

Keywords: Psychological, Capital, Architecture, Power, Distance, Orientation, Adaptive, Performance, Nigerian, Organizations.