Psychological safety and the critical role of leadership development
When employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly, unlock the benefits of diversity, and adapt well to change—all capabilities that have only grown in importance during the COVID-19 crisis.1 Yet a McKinsey Global Survey conducted during the pandemic confirms that only a handful of business leaders often demonstrate the positive behaviors that can instill this climate, termed psychological safety, in their workforce.
As considerable prior research shows, psychological safety is a precursor to adaptive, innovative performance—which is needed in today’s rapidly changing environment—at the individual, team, and organization levels.3 For example, successfully creating a “network of teams”—an agile organizational structure that empowers teams to tackle problems quickly by operating outside of bureaucratic or siloed structures—requires a strong degree of psychological safety.
Fortunately, our newest research suggests how organizations can foster psychological safety. Doing so depends on leaders at all levels learning and demonstrating specific leadership behaviors that help their employees thrive. Investing in and scaling up leadership-development programs can equip leaders to embody these behaviors and consequently cultivate psychological safety across the organization.
While the benefits of psychological safety are well established, a new survey suggests how leaders, by developing specific skills, can create a safer and higher-performance work environment.
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University of Utah
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Assistant Professor of Medicine, Perelman School of Medicine, University of Pennsylvania
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