Psychological safety in the workplace has become one of the key aspects of effective team management. The following review of scientific research provides current findings regarding the role that managers play in shaping this important element of organizational culture.
Definition and Importance of Psychological Safety
Psychological safety is defined by Amy Edmondson of Harvard Business School as “a shared belief among team members that it is safe to take interpersonal risks in the team.” It involves the belief that “the team will not embarrass, reject, or punish someone for speaking up.” In later research, Edmondson clarified that psychological safety is “the belief that no one in the team will be penalized or humiliated for sharing an idea, asking for help, admitting a mistake, or expressing doubts.”
Research shows that psychological safety allows for taking risks, giving honest feedback, creativity, and innovation. When employees feel comfortable asking for help, informally sharing suggestions, or questioning the status quo without fear of negative consequences, organizations are more likely to quickly innovate, discover the benefits of diversity, and adapt well to changes.
The Key Role of Leadership in Shaping Psychological Safety
Edmondson’s research indicates that individuals in formal leadership roles have a significantly greater impact on psychological safety in the team than those who do not hold such roles. Especially in crisis moments, leaders bear a greater responsibility for this aspect of collaboration.
In building teams with high levels of psychological safety, the leader’s role is crucial – without their involvement and active actions, team members will not be able to overcome their fears related to, for example, the consequences of admitting mistakes. However, a McKinsey Global Survey conducted during the pandemic confirms that only a handful of business leaders exhibit positive behaviors that can cultivate the climate of psychological safety among their employees.
Leader Behaviors That Support Psychological Safety
Amy Edmondson, in her book “The Fearless Organization,” describes three main leader behaviors that positively influence psychological safety within the team:
- Demonstrating curiosity by asking good questions
- Sharing their own ideas
- Expressing interest in other team members
Psychological safety does not mean feeling comfortable all the time. As Esther Derby aptly puts it: “Psychological safety means that you feel comfortable talking about what makes you uncomfortable.”
The Role of the Manager in Daily Practice
Leaders who focus on psychological safety and understand the relationship between it, team effectiveness, and motivation can ensure that their workplaces are not only diverse but also truly inclusive, fair, and conducive to innovation, allowing all employees to grow.
Managers should actively shape and nurture the desired organizational culture. Specific actions include:
- Providing space for people to make mistakes
- Encouraging the sharing of ideas
- Making decisions together
- Supporting the development and learning of team members
Benefits of Building Psychological Safety
Gallup Institute research shows that high psychological safety within a team translates into measurable benefits for the organization:
- Reducing employee turnover by 27%
- Increasing productivity by 12%
- Reducing workplace accidents by 40%
- Increasing engagement
- Enhancing innovation
- More effective learning from mistakes
- Higher likelihood of successful process improvements
Counteracting Threats
Too many leaders still believe in the power of management through intimidation and instilling fear in employees. They are convinced that only then will people work hard. This may sometimes work, but only in the short term and for simple, uncomplicated tasks that do not require improvement or creativity.
To succeed in complex projects, we need continuous learning and effective collaboration, and fear is not a motivating factor. On the contrary – it hinders analytical thinking, creativity, and problem-solving because mental resources are consumed by analyzing the sources of fear, and attention becomes focused on detecting threat signals.
Latest Research Results
Current research on psychological safety within organizations focuses on four main areas:
- The essence of psychological safety
- Areas where psychological safety occurs within organizations
- The impact of psychological safety on organizations
- The mechanisms underlying psychological safety in organizations
Research conducted by Barbara Fredrickson from the University of North Carolina has shown that positive emotions such as trust, curiosity, confidence, and inspiration broaden the mind and help build psychological, social, and physical resources. People become more open, resilient, motivated, and persistent when they feel safe. Their sense of humor, ability to find solutions, and divergent thinking – the cognitive process underlying creativity – all improve.
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