HOW LEADERS CAN BUILD COMMON UNDERSTANDING, PSYCHOLOGICAL SAFETY, AND PROSOCIAL PURPOSE

Abstract

AbstractThe author, an “organizational psychologist by training, and now a writer and keynote speaker who helps organizations understand and apply evidence‐based leadership insights,” discusses the importance of teams and especially team cultures. He notes that “creating high‐performing teams through culture is the goal, but many of us are uncertain about the approach.” He explains common or shared understanding, illustrated with an example from Chris Hadfield’s leadership during Expedition 35 on the International Space Station (ISS). He builds on Amy Edmondson’s psychological safety construct, with an example from Maggie Wilderotter, who turned around Frontier Communications in 2004. Another construct is prosocial purpose, building on the research of Wharton professor Adam Grant. Within this example the author explores KPMG and two of its highly successful internal campaigns, the “10,000 Stories Challenge,” and “We Shape History.” One positive result from the campaigns: “KPMG ascended seventeen places on Fortune magazine’s list of the 100 Best Companies To Work For, surpassing all other “big four” accounting firms.” Regarding leadership behavior within teamwork, the author cautions that “leaders who advocate for teamwork but fail to acknowledge their own imperfections (and thus the team’s growth opportunities) quickly lose credibility and the trust of their team.”