This study explores how self-efficacy, resilience, and optimism interact to build a culture of confidence among employees in Abuja, Nigeria. Drawing on a qualitative phenomenological design, the research investigates employees’ lived experiences of these psychological resources in diverse organizational contexts. Twenty-two in-depth interviews and nine reflective journals provided rich insights into how individuals perceive and enact confidence in environments marked by economic volatility and cultural complexity. Thematic analysis revealed that self-efficacy acts as a foundation for proactive behavior, enabling employees to take initiative despite limited resources or ambiguous expectations. Resilience emerged as essential for sustaining engagement in the face of setbacks, with communal support and faith-based practices frequently reinforcing adaptive responses. Optimism, often rooted in shared cultural and spiritual beliefs, played a critical role in maintaining motivation and framing challenges as temporary. The interplay of these resources formed an integrated system that employees described as mutually reinforcing, creating a foundation for sustained confidence and performance. The findings highlight the need for culturally relevant interventions that support psychological capital development through leadership practices, training programs, and organizational policies. The study also underscores the importance of recognizing contextual influences, such as collectivist values and infrastructural challenges, that shape how confidence is built and sustained. Recommendations include designing holistic HR initiatives, fostering supportive leadership, and conducting longitudinal research to examine the evolution of confidence over time.