The power of leadership in psychological safety
Psychological safety is the cornerstone of high-performing teams. Defined as the ability to speak up and employ oneself without the fear of negative interpersonal consequences, psychological safety is essential for innovation, collaboration, and employee wellbeing. While it is shaped by many factors, leaders play the most pivotal role in creating - or undermining - it.
1. Leaders set the tone
Employees often take cues from their leaders about what behaviours are acceptable. A leader who welcomes questions, admits mistakes, and responds constructively to feedback signals that speaking up is safe. Conversely, a leader who reacts with defensiveness, blame, or indifference creates fear and silence. Psychological safety thrives where leaders model openness and humility.
2. Power dynamics make leadership critical
Because leaders hold authority over resources, opportunities, and career progression, their behaviour carries disproportionate weight. A dismissive comment from a peer may sting, but the same from a manager can shut down future contributions. Leaders must therefore be especially mindful of their words and actions, as they directly shape the environment in which others operate.
3. Leaders influence organizational norms
What leaders consistently reward, tolerate, or ignore becomes embedded in team culture. By encouraging diverse viewpoints, recognizing contributions, and addressing harmful behaviors like bullying or exclusion, leaders establish norms that either enhance or erode psychological safety. Over time, these norms ripple across the wider organisation.
4. Psychological safety enables performance and wellbeing
A psychologically safe environment not only benefits individuals but also drives organisational outcomes. Research shows that teams with high psychological safety are more innovative, adaptable, and engaged. Employees are more likely to raise concerns about risks, share bold ideas, and learn from mistakes - all critical for success in complex, fast-changing environments. Leaders who cultivate this culture reduce psychosocial risks such as stress, burnout, and disengagement, aligning with standards like ISO 45003 and legal duties under frameworks such as New Zealand’s Health and Safety at Work Act 2015 (HSWA).
What then can leaders do in everyday practice to elevate psychological safety of their teams?
Model vulnerability: Acknowledge your own fallibility and show that mistakes are part of learning.
Invite participation: Actively seek input from all voices, especially quieter or underrepresented ones.
Respond with respect: Treat every contribution with consideration, even when it challenges your viewpoint.
Act on concerns: Demonstrating follow-through on feedback reinforces trust.
Address harmful behavior: Swiftly dealing with bullying, incivility, or exclusion signals zero tolerance for threats to safety.
Psychological safety does not happen by accident. It is cultivated through intentional leadership. Leaders sit at the fulcrum of influence and their behavior can either inspire openness and collaboration or reinforce silence and fear. By modeling humility, inviting dialogue, and embedding supportive practices, leaders create the conditions where people feel safe to contribute their best. In doing so, they not only fulfill their ethical and legal responsibilities but also unlock the full potential of their teams.
© Hansini Gunasekara 2024. All rights reserved. The content on this blog is original and protected by copyright. Unauthorised use, reproduction, or duplication of this material without express and written permission from this blog’s author and owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Hansini Gunasekara with appropriate and specific direction to the original content.