This quantitative research explores the relationship between managerial coaching skill and team performance, focusing on Generation Y and Z employees at Mazars in Indonesia. The study, grounded in social cognition theory, examines the moderating role of employees’ learning goal orientation and the mediating impact of team-level architectural knowledge. It addresses the gap in empirical evidence linking managerial coaching skill to team performance, as opposed to individual outcomes. The research involves 106 employees, including managers and team members, analysing the direct effects of managerial coaching skill on team-level architectural knowledge and team performance. It also investigates how employees’ learning goal orientation moderates the relationship between managerial coaching, team-level architectural knowledge, and team performance. Findings reveal the crucial role of a team's collective architectural knowledge in linking managerial coaching to performance, especially when employees have high learning goal orientation. This study advances our understanding of managing younger generations in the workplace and offers insights into how managerial coaching skills can influence team performance. An implementation plan based on the findings is proposed. It emphasizes enhancing managerial coaching skills, fostering learning goal orientation, and linking coaching to team-level architectural knowledge acquisition for improved team performance. The plan suggests targeted training for managers, cultivating learning goal orientation, personalized coaching, mentorship programs, and performance metrics and feedback systems. This strategic framework aims to bolster organisational performance by focusing on these key areas.