Effect Of Psychological Safety Research Articles

The Effect of Psychological Safety and Leadership Style on Risk Performance with Enterprise Risk Management as Intervening Variables

This study examines the effect of psychological safety and leadership style on risk performance with enterprise risk management as an intervening variable. The design of this study is a form of survey research, the number of samples in this study were 51 respondents intended for employees in service companies in Indonesia. The results of the study show that the direct effect given X2 to Y is 0.116, while the indirect effect of X2 through z on Y is the multiplication of the value of beta X2 to Z with the beta value Z to Y. Then the total effect given X2 to Y is the direct effect coupled with the indirect effect. Indirect influence < direct effect, shows that indirectly X2 through Z does not have a significant effect on Y. Keywords: Psychological Safety, Leadership Style, ERM, Risk Performance DOI : 10.7176/EJBM/11-12-10 Publication date : April 30 th 2019

The Effect of Psychological Safety Against Disasters or Accidents on Organizational Commitment

The Effect of Psychological Safety Against Disasters or Accidents on Organizational Commitment

The effects of personality and leader consideration behavior on team cohesiveness

The purpose of this study was to investigate the effects of personality (openness, neuroticism) and leader consideration behavior on team cohesiveness. The present study tests the mediating effect of psychological safety in the relationship between personality (openness, neuroticism) and team cohesiveness. While openness and neuroticism were examined as individual-level variables, leader consideration behavior, relationship conflict, psychological safety, and team cohesiveness were analyzed in team-level. Sequential mediation effects of relationship conflict and psychological safety on the relationship between leader consideration behavior and team cohesiveness were also examined. Data were collected from a total of 35 teams comprised of 194 students using survey. The results showed that psychological safety mediated the relationship between neuroticism and team cohesiveness. However, the mediating effect of openness was not significant. Moreover, relationship conflict and psychological safety sequentially mediated the relationship between leader consideration behavior and team cohesiveness. Based on these results, implications, limitations of research, and suggestions for the future research are discussed.

The Effect of Inclusive Leadership on Organizational Commitment: The Mediating effect of Psychological safety

The Effect of Inclusive Leadership on Organizational Commitment: The Mediating effect of Psychological safety

THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY BETWEEN SOCIAL GENDER PERCEPTION AND FEMININE ROLE STRESS

The purpose of this research is to analyze the mediating role of psychological safety on the relationship between gender perception and feminine role stress. Psychological safety states psychological mood of a member of an organisation, when sharing his/her ideas or suggesting new proposals. Gender roles load with a charge of certain behaviours to individuals on the basis of sex according to Bem’s Gender Schema and Berger’s Expectation States Theories. The sample is composed of female employees (n=195) in a factory. According to the results of analysis, mediating effect of psychological safety is observed http://dx.doi.org/10.17130/ijmeb.2017433410

Information Sharing during Auditors' Fraud Brainstorming: Effects of Psychological Safety and Auditor Knowledge

SUMMARY Conducting a fraud brainstorming session during planning assists with risk-based tailoring of the audit. An effective session should include a team environment in which all members are willing to share information to appropriately calibrate the collective assessment of fraud risk. We report the results of a study (Gissel and Johnstone 2017) in which we manipulate partner leadership in terms of engendering a safe (unsafe) psychological environment whereby subordinates are (are not) encouraged to speak up about fraud-relevant information. Participants are audit staff and seniors, and through the experimental case (based on the Krispy Kreme Doughnut Corporation fraud) they come to realize that they alone possess fraud-relevant information critical to the team's calibration of fraud risk. These auditors participate in a simulated brainstorming session containing the partner leadership manipulation and indicate changes in their willingness to share the fraud-relevant information with the team. We find that less-knowledgeable auditors become more willing to share their privately known, fraud-relevant information when the partner engenders a safe psychological environment as compared to an unsafe environment. In contrast, more-knowledgeable auditors are impervious to the relative psychological safety engendered by the partner; these individuals are equally willing to speak up regardless of the partner's leadership behavior. Data Availability: Contact the authors.

"Is It Safe To Be Me?: The Effects of Psychological Safety, Race and Leadership on Creating Facades"

Creating facades of conformity is inauthentic self-expression that involves concealing personal values and pretending to accept values organization members perceive to be most acceptable within the...

Weathering the Storm: Effects of Psychological Safety and Accountability on Performance

Past research has shown that one key enabler of organizational learning and enhanced performance is the degree of psychological safety in the environment in which people work. Other research has pr...

Task Design, Team Context, and Psychological Safety: An Empirical Analysis of R&amp;D Projects in High Technology Organizations

High technology organizations need to develop new products or processes that address the dual goals of exploration and exploitation. The competing viewpoints and the asymmetric nature of market returns associated with these goals in R&amp;D projects can heighten stress levels among project team members and reduce their psychological safety. While current research calls for greater focus on task design for improving psychological safety, we know little about how team contextual factors affect this relationship. This study develops and tests a conceptual framework that examines the moderating role of R&amp;D team contextual factors, namely, relative exploration and project‐organization metric alignment on the relationship between a key task design variable, namely, team autonomy, and psychological safety. Relative exploration captures the extent to which exploration goals are emphasized over exploitation goals in an R&amp;D project, while project‐organization metric alignment measures the extent to which project metrics are aligned with broader organizational metrics. Furthermore, we examine the performance consequences of psychological safety in R&amp;D projects. The empirical analysis is conducted using primary data collected from multiple informants across 110 R&amp;D projects in 34 high technology business units. Our results indicate that relative exploration and project‐organization metric alignment have contrasting moderating effects. Furthermore, the effect of psychological safety on project performance is found to be indirect and mediated through team turnover. Implications of the study findings, limitations, and directions for future research are discussed.