Resilience is critical for navigating adversity, yet the conceptual ambiguity surrounding team resilience limits its theoretical understanding and practical application. This study addresses this gap by defining and developing a new team resilience scale. Informed by transformational and ecological perspectives, the research positions team resilience at the intersection of employee and organisational resilience. Grounded in the Conservation of Resources theory and the crossover model, team resilience is reconceptualised as a set of observable behaviours across three dimensions: relational, operational, and collective wellbeing. The scale development followed a systematic multi-step process. An initial pool of 76 items was generated and refined through an extensive literature review, expert feedback, face validity checks, and content validation, resulting in 37 items. Exploratory factor analysis (EFA) in Study 1 reduced the scale to 24 items, structured across three dimensions. Confirmatory factor analysis (CFA) in Study 2 provided preliminary validation of the scale’s structure and reliability, yielding a final 21-item instrument, including significant associations with related constructs, such as team cohesion, psychological safety, and team potency. This new scale enhances the precision of measuring team resilience by capturing its behavioural components, facilitating theoretical advancements, and providing a practical diagnostic tool for organisations. By understanding and fostering resilient behaviours, teams can more effectively adapt to adversity, ensuring collective success in dynamic work environments.