Safe Among the Unsafe: Psychological Safety Climate Strength Matters for Team Performance

Abstract

Team psychological safety, as a shared perception, is persistently found to be important for team performance. However, team members may not necessarily agree on the level of safety within the team. What happens when team members have dispersed perceptions of team psychological safety? Through a survey-based study involving 1,149 members of 160 management teams, we found that, not only is the level of team psychological safety positively related to team performance, but also that sharedness among team members (team psychological safety climate strength) moderates this relationship. The more team members agree on the level of team psychological safety, the stronger the effect of team psychological safety on team performance. Further, having at least one member who perceives the team as psychologically safe may lift team performance in a team of low psychological safety. We discuss theoretical and practical implications of looking beyond average levels of team psychological safety for building high-performing teams.

Effect of Team Development Intervention on Disaster Volunteer’s Problem-Solving Ability and Team Work Process

“…For example, what was reported byFrazier et al's (2017) in their meta-analysis study proved that psychological safety could lead to positive team outputs, including team performance as also reported inFyhn et al, 2022;Kim & Bell, 2023;O'Neill & McLarnon, 2018. The constructive discussions that emerged in the experimental group indicated the existence of teamtrust which is known to be very positively related to team performance. As stated byKnight & Eisenkraft, (2015), sharing positive views and feelings between group members can increase social integration within the group which will ultimately have a positive effect on task performance.…”

Human resilience and cultural change in the construction industry: communication and relationships in a time of enforced adaptation

“…Organizations responded to these challenges by implementing employee assistance programs and facilitating open conversations about mental health, indicative of the shift towards a more holistic conception of employee wellbeing. Our findings suggest that the project environment is no longer merely about facilitating project tasks, but also about nurturing the physical and mental health of team members, which has been identified as a key factor in enhancing project success (Fyhn et al, 2023a;Fyhn et al, 2023b). In response to the disruptive impact of the pandemic, project-based organizations adopted a culture of adaptability, learning, and continuous improvement.…”

“…According to Edmondson (1999), such environments help teams address uncertainties collaboratively. Fyhn et al (2023b) stress the need to delve deeper into the nuances of psychological safety's emergence and sustenance during tough times. As we move ahead, it is essential for organizations to reflect on pandemic learnings and anticipate future challenges, be it climate change, tech disruptions, or geopolitical shifts.…”

A Self-Categorization Perspective of Idiosyncratic Deals and Creativity: Mediating Role of Perceived Insider Status and Moderating Role of Psychological Safety

“…[41][42][43] In addition, the positive relationship between psychological safety and team performance and innovation, information sharing and adaptability within organizations has been confirmed by many scholars. 42,44,45 In this study, we will further explore the role of psychological safety in the relationship between I-deals and employee creativity. When psychological safety is high, it indicates that the employee believes the surrounding environment is secure, and they perceive minimal risks associated with their speech and behavior.…”