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Psychological safety

About: Psychological safety is a research topic. Over the lifetime, 3403 publications have been published within this topic receiving 142082 citations.


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Journal ArticleDOI
TL;DR: In this paper, the authors introduce the construct of team psychological safety, a shared belief held by members of a team that the team is safe for interpersonal risk taking, and test it in a multimethod field study.
Abstract: This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

6,953 citations

Journal ArticleDOI
01 Mar 2004
TL;DR: A study in a U.S. midwestern insurance company explored the determinants and mediating effects of three psychological conditions (meaningfulness, safety and availability) on employees' engagement in their work as discussed by the authors.
Abstract: Building on Kahn’ s (1990) ethnographic work, a e eld study in a U.S. Midwestern insurance company explored the determinants and mediating effects of three psychological conditions ‐ meaningfulness, safety and availability ‐ on employees’ engagement in their work. Results from the revised theoretical framework revealed that all three psychological conditions exhibited signie cant positive relations with engagement. Meaningfulness displayed the strongest relation. Job enrichment and work role e t were positively linked to psychological meaningfulness. Rewarding co-worker and supportive supervisor relations were positively associated with psychological safety, whereas adherence to co-worker norms and self-consciousness were negatively associated. Psychological availability was positively related to resources available and negatively related to participation in outside activities. Finally, the relations of job enrichment and work role e t with engagement were both fully mediated by the psychological condition of meaningfulness. The association between adherence to co-worker norms and engagement was partially mediated by psychological safety. Theoretical and practical implications related to psychological engagement at work are discussed. To explore the challenge to the human soul in organizations is to build a bridge between the world of the personal, subjective, and even unconscious elements of individual experience and the world of organizations that demand rationality, efficiency, and personal sacrifice . . . we must be willing to shift our viewpoint back and forth between what organizations want of people and what constitutes human complexity: the contradictory nature of human needs, desires, and experience. (Briskin, 1998, p. xii.) This quote from Briskin (1998), an organizational consultant, reflects the challenges that managers and researchers of organizations face as they seek to understand and

2,866 citations

Journal ArticleDOI
TL;DR: A research model for explaining trust in global virtual teams is advanced, and strategies that were used by the three highest trust teams, but were used infrequently or not at all by theThree lowest trust teams suggest the presence of "swift" trust.
Abstract: A global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventyfive teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members' perceptions of the other members' ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members' integrity, and weakest by perceptions of their benevolence. The effect of other members' perceived ability on trust decreased over time. The members' own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams' electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of "swift" trust. The paper advances a research model for explaining trust in global virtual teams.

1,931 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated the impact of diversity on team performance and found that functional and tenure diversity each has its own distinct effects, and that the greater the functional diversity, the more team members communicated outside the team's boundaries.
Abstract: The increasing reliance on teams in organizations raises the question of how these teams should be formed. Should they be formed completely of engineers or should they include a range of specialists? Should they be made up to people who have long tenure in the organization, or those with a wide range of experience? As teams increasingly get called upon to do more complex tasks and to cross functional boundaries within the organization, conventional wisdom has suggested that teams be composed of more diverse members. This study suggests that the answer may not be so simple. Using 409 individuals from 45 new product teams in five high-technology companies, this study investigates the impact of diversity on team performance. We found that functional and tenure diversity each has its own distinct effects. The greater the functional diversity, the more team members communicated outside the team's boundaries. This communication was with a variety of groups such as marketing, manufacturing, and top management. T...

1,860 citations

Journal ArticleDOI
TL;DR: This paper examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations and found that empowered teams were more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction and organizational and team commitment.
Abstract: We examined the antecedents, consequences, and mediational role of team empowerment using 111 work teams in four organizations. The results indicated that the actions of external leaders, the production/service responsibilities given to teams, team-based human resources policies, and the social structure of teams all worked to enhance employee team empowerment experiences. More empowered teams were also more productive and proactive than less empowered teams and had higher levels of customer service, job satisfaction, and organizational and team commitment.

1,793 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202384
2022227
2021226
2020179
2019152
2018108