Psychological Safety: A Leadership Perspective
Introduction
What is psychological safety?
The origins: Amy Edmondson’s research
The four stages of psychological safety (Timothy R. Clark)
1. Inclusion safety
The foundation where individuals feel they belong and are accepted for who they are. Leaders must ensure this stage does not devolve into paternalism, where inclusion becomes overprotective and stifling rather than empowering.
2. Learner safety
3. Contributor safety
4. Challenger safety
Leaders must guide their teams through these stages, recognising that psychological safety is a journey, not a destination. They must also be vigilant to avoid creating environments where psychological safety is either misused or undermined by hidden power dynamics.
Psychological safety: Local leadership, organisational impact
While psychological safety often starts at the team level, its effects ripple across the organisation. Local leaders play a pivotal role in establishing and maintaining it. However, organisational culture and systems can either reinforce or undermine these efforts. Leaders must advocate for systemic support—policies, values, and practices—that sustain psychological safety beyond individual teams.
The misuse and weaponisation of psychological safety
As with any powerful concept, psychological safety can be misused. In some cases, it becomes a shield to avoid accountability or difficult conversations. Teams may fall into the trap of “false safety,” mistaking harmony for psychological safety. Real psychological safety includes the courage to engage in “crunchy conversations”—those that are uncomfortable but necessary for growth and progress. Leaders must balance safety with discomfort to avoid stagnation.
How leaders can foster psychological safety
- Model vulnerability: Leaders who acknowledge their own mistakes and uncertainties set the tone for openness.
- Encourage risk-taking: Celebrate experimentation and view failures as opportunities for learning.
- Create clear norms: Establish explicit team norms around respect, listening, and collaboration.
- Give balanced feedback: Provide constructive feedback that focuses on behaviours, not personal attributes.
- Facilitate inclusion: Actively involve all voices in discussions, especially those who may feel marginalised.
What disables psychological safety in a team?
- Dominating leadership: Leaders who micromanage or punish dissent stifle openness.
- Lack of accountability: A culture that avoids holding people responsible undermines trust.
- Fear of retaliation: Team members who fear retribution for speaking up will withdraw.
- Inconsistent behaviour: Leaders who preach psychological safety but act otherwise create confusion and distrust.
How psychological safety feels
Psychological safety feels like trust, openness, and shared purpose. Team members experience:
- Confidence that their voice matters.
- A sense of belonging and mutual respect.
- Comfort in taking risks and engaging in difficult conversations.
What psychological safety unlocks
- Fuels innovation by encouraging diverse ideas and risk-taking.
- Enhances team collaboration by fostering trust and transparency.
- Increases engagement by making people feel valued and included.
- Accelerates learning by enabling honest feedback and reflection.
The need for discomfort
True psychological safety includes the ability to confront challenges and engage in difficult conversations. Discomfort is not the enemy; it’s a sign of growth. Leaders must create an environment where discomfort is framed as a necessary part of innovation and progress.
Conclusion
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