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Feeling safe at work: Development and validation of the Psychological Safety Inventory
Abstract
Psychological safety, defined as perceptions that an individual within a team is supported and feels safe to take interpersonal risks, voice opinions, and share ideas, is vital for organizational effectiveness. However, there is no consensus on how workplace psychological safety should be measured. We developed the Psychological Safety Inventory (PSI) in response to organizational needs to accurately assess psychological safety. A 70-item version of the PSI was administered to 497 employees from Canada, the United States, and the United Kingdom. Based on factor analytic findings, we reduced the preliminary PSI to a 30-item, 5-factor scale. The PSI showed high reliability and correlated as anticipated with convergent measures. Overall, the PSI is a valid and reliable measure of workplace psychological safety.
... About the mediating results of worker voice on communication professionals, the observation by means of (Ge, 2020) factors out that mental working conditions, when mediated through worker voice, have a positive relationship with the work commitment of communication professionals. Thus, when workers feel psychologically safe, they are more likely to display voice behaviors, which can promote work engagement (Plouffe et al., 2023;Weiss et al., 2023). ...
Purpose
Responding to the lack of research on work engagement and burnout of professionals in the communication industries, this work’s main objective is to evaluate the effect of psychosocial working conditions (meaningful work, trust and recognition) on work engagement and burnout. Additionally, the mediating role of employee voice is tested.
Design/methodology/approach
The study takes a quantitative approach. A sample of 3,386 European workers in the communication industries was taken from the 2021 European Working Conditions Survey. The measurement of the main concepts is based on the variables available in the database above. The hypotheses were tested using the partial least squares method.
Findings
The results reveal that all psychosocial working conditions (meaningful work, trust and recognition) contribute to promoting work engagement and reducing burnout. Furthermore, employee voice is a mediator of the relationship between psychosocial working conditions, work engagement and burnout, although the presence of employee voice reduces the robustness of those relationships.
Practical implications
These results present relevant practical implications for managing workers in the communication industries, namely some clues to promote positive employee outcomes through the management of psychosocial working conditions.
Originality/value
This study examines the underexplored topic of work engagement and burnout in professionals in the communication industries as well as the relevance of psychological working conditions and employee voice to those outcomes. Furthermore, this study provides insightful information that is particularly useful to the European setting, where cultural aspects and working conditions may vary greatly from those in other parts of the world.
... The study adopted the correlative descriptive approach to analyze the results associated with the study questions in a sample of faculty members at Jadara University in the Hashemite Kingdom of Jordan. Two tools were utilized in this study: The psychological Security scale (Vera et al., 2011) and the professional self-efficacy scale (Plouffe et al., 2023). ...
... Recent academic perspectives emphasise a shift towards a control approach, distinguishing between human-caused and system-induced failures, focusing on understanding successful safety maintenance. Moreover, fostering psychological safety in the workplace, allowing all staff to voice concerns, is emphasised (Plouffe et al. 2023). Companies may prioritise efficiency and commercial pressures over safety, leading to poor safety management and trade-offs between safety and commercial performance (known as the efficiency-thoroughness trade-off [ETTO]) (Hollnagel 2009). ...
This study investigates the environmental consequences of pursuing profits in the oil and gas industry, focusing on Nigeria. It examines the role of top management commitment, safety culture and stakeholder risk prioritisation in the industry. By surveying 441 stakeholders, this study highlights the importance of extensive stakeholder engagement and a systemic supply chain approach in building resilience and shaping sustainable practices. The findings reveal that stakeholder risk perception influences sustainability risk management; however, variations in risk prioritisation between internal and external stakeholders remain a challenge. The study advocates for a paradigm shift and emphasises the crucial role of high‐reliability management in guiding organisations towards effective risk mitigation strategies for the industry's immediate health, communities, environment and future.
... When employees feel psychologically safe, they are more likely to speak up, share ideas, and take calculated risks without fear of being punished. This level of safety also increases trust within teams and between employees and management (Plouffe et al. 2023). In the workplace, employees want to feel connected and committed to their work, and this can be achieved through psychological safety. ...
This study aims to reveal the effects of psychological safety and academic burnout on the work engagement of academics working in public universities in Turkey. The population of the research is the academic staff working in public universities in Turkey. The sample is 424 academics who could be reached from these universities and academics and answered the questionnaire by convenience sampling method. SPSS 22.0 program was used for the analysis of the data obtained in the study. As a result of the research, it is seen that there is a low positive relationship between psychological safety and work engagement scores. It is understood that there is a low negative relationship between psychological safety and academic burnout. It was found that there was no significant relationship between academic burnout and work engagement variables. According to the regression analysis results, psychological safety is a significant predictor of being engaged in work. However, academic burnout is not a significant predictor of work engagement
This chapter examines how leadership and organizational culture, in the face of modern technology's rapid improvements, are essential to promoting gender parity in enterprises and organizations. To facilitate gender diversity and inclusion, this chapter explores the dynamics of inclusive leadership in the context of digital transformation. It looks forward to discussing how technology can promote inclusive leadership behaviours and foster an equal work environment. Leaders may foster inclusive environments where a range of viewpoints are valued by understanding and navigating the corporate culture of the digital age. Creating a culture that values inclusiveness and justice is essential since doing so will eventually lead to more creative and successful enterprises.
Purpose
This study aims to develop an inclusive, multidisciplinary, flexible and organizationally adaptable safety risk management framework, including diversity management, that will be implemented to ensure safety is and remains at the desired level. If the number of incidents and potential incidents that could lead to accidents and their impact rates are to be reduced operationally and administratively, aviation safety risks and sources of risk must be better understood, sources of risk identified, and the safety risk management framework designed in an organization-specific and organization-wide sustainable way. At this point, it is necessary to draw the conceptual framework well and to define the boundaries of the concepts well. In this study, a framework model that can be adapted to the organization is proposed to optimize the management of risks and provide both efficient and effective resource allocation and organizational structure design in its operations and management functions.
Design/methodology/approach
The qualitative research method – triple techniques – was deemed appropriate for this study, which aims to identify, examine, interpret and develop the situations of safety management models. In this context, document analysis, business process modeling technique and Delphi techniques from qualitative research methods were used via integration as the methodology of this research.
Findings
To manage dynamic civil aviation management activities and business processes effectively and efficiently, the risk management process is the building block of the “Proposed Process Model” that supports the decision-making processes of aviation organizations and managers. This “Framework Conceptual Model” building block also helps build capacity and resilience by enabling continuous development, organizational learning, and flexible structuring.
Research limitations/implications
This research is limited to air transportation and aviation safety management issues. This research is limited specifically to a safety-based risk management framework for the aviation industry. This research may have social implications as source saving, optimum resource use and capacity building will make a contribution to society and add value besides operational and practical implementation.
Social implications
This research may contribute to more safe operations and functions in the aviation industry.
Originality/value
Management and academia may gain considerable support from this research to manage their safety risks via a corporate-tailored risk management framework, both improving resilience and developing corporate capacity. With this model presented, decision-makers will have a guiding structure that can optimally manage the main risk types that may be encountered in the safety risk in the fields of suppliers, manufacturers, demand changes, logistics, information management, environmental, legal and regulatory. Existing studies in the literature are generally in the form of algorithms and cannot be used as a decision-making support tool. This model aims to fill the gap in the literature. In addition, added value may be created by applying this model to optimum management safety risks in the real aviation industry and its related sectors.
The major purpose of this study was to find out the impact of Socially Responsible Leadership on employee’s work passion with mediating role of psychological safety among a sample of 214 permanent faculty members and administrative staff of Public Universities in Uganda. A self-administered questionnaire was distributed among the participants for data collection. Data analysis was done by using SPSS software program, version 23.0. Pearson correlation coefficient and Mediation analysis by using ‘PROCESS’ were applied to find out the association between Socially Responsible Leadership, psychological safety and employee’s work passion as well as the mediating effect of psychological safety between Socially Responsible Leadership and employee’s work passion. The study clearly signified the positive link of Socially Responsible Leadership with psychological safety and work passion. Moreover, the mediation analysis showed that psychological safety partially mediated this link. These findings incite the importance of Socially Responsible Leadership in the organizations by exhibiting that employee’s feeling about psychologically safety which makes them more passionate about work. This study guides the leaders, managers and supervisors that need to pay more attention to behavior at the workplace. Moreover, this study indicates that psychological safety of the employees is strongly affected by the ethical behavior of leader which in return increases the work passion of the employees.
This study evaluated the psychometric properties of the Organizational Bullshit Perception Scale (OBPS) using two samples of employees of organizations in various sectors. The scale is designed to gauge perceptions of the extent of organizational bullshit that exists in a workplace, where bullshit is operationalized as individuals within an organization making statements with no regard for the truth. Analyses revealed three factors of organizational bullshit, termed regard for truth, the boss and bullshit language. The three factors are consistent with existing literature in the field of organizational bullshit and offer further insight into how employees view workplace bullshit. The OBPS constitutes three subscales measuring these factors. Future researchers should seek to validate the OBPS and further develop the identified factors of organizational bullshit.
Background:
Psychological safety allows healthcare professionals to take the interpersonal risks needed to engage in effective teamwork and to maintain patient safety. In order to improve psychological safety in healthcare teams, an in-depth understanding of the complex and nuanced nature of psychological safety is needed. Psychological safety concepts, including voice, silence, learning behaviour, support and familiarity, informed the current study's investigation of psychological safety. This study aims to use a mixed-methods approach to develop an in-depth understanding of psychological safety within healthcare teams and to build on this understanding to inform the development of future interventions to improve it.
Methods:
Survey, observational and interview data are triangulated in order to develop an in- depth understanding of psychological safety within four healthcare teams, working within one case study hospital. The teams taking part included one multidisciplinary and three unidisciplinary teams. Observational and survey data were collected during and immediately following team meetings. Individual interviews were conducted with 31 individuals across the four teams. Thematic analysis was used to analyse these interviews.
Results:
Survey results indicated a high level of psychological safety. However, observations and interviews captured examples of silence and situations where participants felt less psychologically safe. Findings from across all three data sources are discussed in relation to voice and silence, learning, familiarity and support.
Conclusion:
The results of this study provide a detailed description and in-depth understanding of psychological safety within four healthcare teams. Based on this, recommendations are made for future research and the development of interventions to improve psychological safety.
In a modern working environment characterized by new technology and work assignments extended to personal time, employees are expected to balance multiple roles while maintaining maximum productivity. Past studies analyzed work-family conflict and its connection to job performance, without adequate integration of psychological factors into the research model. This study aims to fill the gap and explain the impact of work-family conflict and psychological factors on job performance. To explore the association between work-family conflict and job performance and measure the effects on psychological safety and psychological well-being, an empirical study was conducted on a sample of 277 company employees in Bahrain. The online questionnaire used five-point Likert-scales adopted from previous studies to measure the variables of the research model. In the structural model, relationships between work-family conflict, psychological well-being, psychological safety, and job performance were tested. Confirmatory Factor Analysis with Maximum likelihood estimation was performed by using SEM software AMOS version 23. The findings of the study suggest there is a negative impact of work-family conflict on psychological safety and psychological well-being. This study is significant since it detaches from the prior researches focused on observing the repercussions of work-family conflict in workers’ well-being, and centers on the analysis of job performance instead. The findings show that psychological well-being and psychological safety influence job performance. When psychological well-being and psychological safety of employees are unsatisfactory, job performance will decrease accordingly. The mediation test indicated that work-family conflict had an indirect influence on job performance when psychological safety and psychological well-being were mediators. The study contributes to a better understanding of work-family conflict, psychology of employees, and job performance. The study provides valuable insight to organizations on ways to increase employees’ effectiveness and ensure better performance by preventing work-family conflict from occurring.
We provide practical, evidence-based recommendations derived from organizational support theory to enhance the effectiveness of human resource (HR) strategies designed to treat employees well. We also include the first ever benchmarking information for perceived organizational support (POS), the extent to which employees believe their organization cares about them and values their contributions. We discuss what is distinct about POS compared with fairness and employee engagement. We then discuss 5 principles from organizational support theory to enhance the effectiveness of HR strategies, followed by specific examples and information on how to support each principle within one’s work organization. We hope this article serves as a resource for HR practitioners interested in theoretically derived HR principles and examples to help enhance POS. We also hope this article facilitates collaborations between researchers and practitioners for developments in POS research.
Employability is one of the leading challenges of the contemporary organizational environment. While much is known about the positive effects of job crafting on employees’ employability in general, little is known about its effects when employment contacts are different. Differentiating between temporary and permanent workers, in this article we investigate how in the environment of psychological safety, these two types of employees engage in job crafting, and how job crafting is related to their perceived employability. Data were collected among two samples, consisting of temporary agency workers (N = 527), and permanent employees (N = 796). Structural equation modeling (SEM) analyses indicated a different pattern of results for the two groups: for permanent employees, increasing challenging job demands was positively, and decreasing hindering job demands was negatively related to perceived employability. Moreover, psychological safety was related to all job crafting dimensions. For agency workers, only increasing structural job resources was related to employability, while psychological safety was negatively associated with crafting hindrances. These findings suggest that a climate of psychological safety is particularly effective for permanent employees in fostering job crafting and employability.
Scale development and validation are critical to much of the work in the health, social, and behavioral sciences. However, the constellation of techniques required for scale development and evaluation can be onerous, jargon-filled, unfamiliar, and resource-intensive. Further, it is often not a part of graduate training. Therefore, our goal was to concisely review the process of scale development in as straightforward a manner as possible, both to facilitate the development of new, valid, and reliable scales, and to help improve existing ones. To do this, we have created a primer for best practices for scale development in measuring complex phenomena. This is not a systematic review, but rather the amalgamation of technical literature and lessons learned from our experiences spent creating or adapting a number of scales over the past several decades. We identified three phases that span nine steps. In the first phase, items are generated and the validity of their content is assessed. In the second phase, the scale is constructed. Steps in scale construction include pre-testing the questions, administering the survey, reducing the number of items, and understanding how many factors the scale captures. In the third phase, scale evaluation, the number of dimensions is tested, reliability is tested, and validity is assessed. We have also added examples of best practices to each step. In sum, this primer will equip both scientists and practitioners to understand the ontology and methodology of scale development and validation, thereby facilitating the advancement of our understanding of a range of health, social, and behavioral outcomes.
Scale development involves numerous theoretical, methodological, and statistical competencies. Despite the central role that scales play in our predictions, scholars often apply measurement building procedures that are inconsistent with best practices. The defaults in statistical programs, inadequate training, and numerous evaluation points can lead to improper practices. Based on a quantitative content analysis of communication journal articles, scholars have improved very little in the communication of their scale development decisions and practices. To address these reoccurring issues, this article breaks down and recommends 10 steps to follow in the scale development process for researchers unfamiliar with the process. Furthermore, the present research makes a unique contribution by overviewing procedures scholars should employ to develop their dimensions and corresponding items. The overarching objective is to encourage the adoption of scale development best practices that yield stronger concepts, and in the long run, a more stable foundation of knowledge.
Purpose
The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback).
Design/methodology/approach
A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study.
Findings
Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance.
Practical implications
This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance.
Originality/value
The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.
The scale development process is critical to building knowledge in human and social sciences. The present paper aimed (a) to provide a systematic review of the published literature regarding current practices of the scale development process, (b) to assess the main limitations reported by the authors in these processes, and (c) to provide a set of recommendations for best practices in future scale development research. Papers were selected in September 2015, with the search terms “scale development” and “limitations” from three databases: Scopus, PsycINFO, and Web of Science, with no time restriction. We evaluated 105 studies published between 1976 and 2015. The analysis considered the three basic steps in scale development: item generation, theoretical analysis, and psychometric analysis. The study identified ten main types of limitation in these practices reported in the literature: sample characteristic limitations, methodological limitations, psychometric limitations, qualitative research limitations, missing data, social desirability bias, item limitations, brevity of the scale, difficulty controlling all variables, and lack of manual instructions. Considering these results, various studies analyzed in this review clearly identified methodological weaknesses in the scale development process (e.g., smaller sample sizes in psychometric analysis), but only a few researchers recognized and recorded these limitations. We hope that a systematic knowledge of the difficulties usually reported in scale development will help future researchers to recognize their own limitations and especially to make the most appropriate choices among different conceptions and methodological strategies.
The degree to which individuals feel comfortable taking positive interpersonal risks (such as trying something new) is known as psychological safety. When individuals feel psychologically safe, they can exercise their agency to engage in experiences and interactions throughout life. This article describes existing research on psychological safety and situate it in the field of human development. Examples are presented that highlight the ways that individuals and their contexts come together to mutually create moments that may or may not be perceived as psychologically safe. By considering psychological safety’s role in developmental research, we may gain new insights about ways to create contexts that increase the likelihood that individuals feel psychologically safe to engage, learn, and develop.
Creativity and Innovation in Organizational Teams stemmed from a conference held at the Kellogg School of Management in June 2003 covering creativity and innovation in groups and organizations. Each chapter of the book is written by an expert and covers original theory about creative processes in organizations. The organization of the text reflects a longstanding notion that creativity in the world of work is a joint outcome of three interdependent forces--individual thinking, group processes, and organizational environment.
Part I explores basic cognitive mechanisms that underlie creative thinking, and includes chapters that discuss cognitive foundations of creativity, a cognitive network model of creativity that explains how and why creative solutions form in the human mind, and imports a ground-breaking concept of "creativity templates" to the study of creative idea generation in negotiation context. The second part is devoted to understanding how groups and teams in organizational settings produce creative ideas and implement innovations. Finally, Part III contains three chapters that discuss the role of social, organizational context in which creative endeavors take place.
The book has a strong international mix of scholarship and includes clear business implications based on scientific research. It weds the disciplines of psychology, cognition, and business theory into one text.
Psychological safety describes people's perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace. First explored by pioneering organizational scholars in the 1960s, psychological safety experienced a renaissance starting in the 1990s and continuing to the present. Organizational research has identified psychological safety as a critical factor in understanding phenomena such as voice, teamwork, team learning, and organizational learning. A growing body of conceptual and empirical work has focused on understanding the nature of psychological safety, identifying factors that contribute to it, and examining its implications for individuals, teams, and organizations. In this article, we review and integrate this literature and suggest directions for future research. We first briefly review the early history of psychological safety research and then examine contemporary research at the individual, group, and organizational levels of analysis. We assess what has been learned and discuss suggestions for future theoretical development and methodological approaches for organizational behavior research on this important interpersonal construct.
The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing.
In addition to risk-taking behavior, we propose that psychological safety also promotes prosocial behavior through cooperative goal interdependence. To differentiate these two types of effects, we contrasted the moderating effects of two interpersonal harmony motives. A survey in China supported the indirect effect of psychological safety on helping behavior through cooperative goal interdependence. This mediated relationship was moderated by harmony enhancement such that the mediated effect of psychological safety was weaker when harmony enhancement was high. Psychological safety was positively related to innovative behavior, and this relationship was moderated by disintegration avoidance such that it was weaker when disintegration avoidance was high. These results shed light on the different effects of psychological safety and their underlying mechanisms.
This paper discusses psychological safety and distinguishes it from the related construct of interpersonal trust. Trust is the expectation that others' future actions will be favorable to one's interests; psychological safety refers to a climate in which people are comfortable being (and expressing) themselves. Although both constructs involve a willingness to be vulnerable to others' actions, they are conceptually and theoretically distinct. In particular, psychological safety is centrally tied to learning behavior, while trust lowers transactions costs and reduces the need to monitor behavior. This paper proposes a model of antecedents and consequences of psychological safety in work teams and emphasizes the centrality of psychological safety for learning behavior. Drawing from field research in a variety of organizational settings, I describe different approaches to studying and measuring psychological safety in teams. I conclude with implications of this work including limitations of psychological safety in practice and suggestions areas for future research.
This study proposes and tests a process model linking deep-level team composition and innovation. Two cognitive styles, sequential thinking and connective thinking, are the deep-level team attributes hypothesized to affect team innovation. Psychological safety and cooperative learning are hypothesized to link cognitive styles and innovation at the team level. Findings from a sample of 83 natural innovation teams with dual-source data indicate that sequential thinking contributes to decreases in team innovation by inhibiting psychological safety, while connective thinking helps improve team innovation through increased cooperative learning. Implications for research and practice are discussed.
The relationship between social capital and R&D team innovation has received increasing attention in the literature. However, little is known about the mechanisms between the two. This study aims to narrow the gap by investigating the mediating roles of psychological safety and learning from mistakes between the three dimensions of social capital and innovation at team level. Our sample comprised 151 R&D teams with 585 members from nine Chinese high‐tech companies. The results showed that psychological safety and learning from mistakes (LFM) partially mediated the relationship between the structural and cognitive capital and innovation in R&D teams, and fully mediated the relationship between the relational capital and innovation in R&D teams. We further discussed subsequent managerial implications and future research directions.
Evidence is presented that (a) employees in an organization form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being, (b) such perceived organizational support reduces absenteeism, and (c) the relation between perceived organizational support and absenteeism is greater for employees with a strong exchange ideology than those with a weak exchange ideology. These findings support the social exchange view that employees’ commitment to the organization is strongly influenced by their perception of the organization’s commitment to them. Perceived organizational support is assumed to increase the employee’s affective attachment to the organization and his or her expectancy that greater effort toward meeting organizational goals will be rewarded. The extent to which these factors increase work effort would depend on the strength of the employee’s exchange ideology favoring the trade of work effort for material and symbolic benefits.
The Survey of Perceived Organizational Support (SPOS) is a unidimensional measure of the general belief held by an employee that the organization is committed to him or her, values his or her continued membership, and is generally concerned about the employee's well-being. In the interest of efficiency, researchers are often compelled to use a minimum number of SPOS items in their studies. This study reports on a reliability generalization across 62 published studies using the SPOS. Findings suggest that number of SPOS items and mean age of the sample are statistically significant in the relationship to reliability estimates. Additionally, mean age accounted for significant variance in internal consistency estimates over and above the number of items used.
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
J. Millham and L. I. Jacobson's (1978) 2-factor model of socially desirable responding based on denial and attribution components is reviewed and disputed. A 2nd model distinguishing self-deception and impression management components is reviewed and shown to be related to early factor-analytic work on desirability scales. Two studies, with 511 undergraduates, were conducted to test the model. A factor analysis of commonly used desirability scales (e.g., Lie scale of the MMPI, Marlowe-Crowne Social Desirability Scale) revealed that the 2 major factors were best interpreted as Self-Deception and Impression Management. A 2nd study employed confirmatory factor analysis to show that the attribution/denial model does not fit the data as well as the self-deception/impression management model. A 3rd study, with 100 Ss, compared scores on desirability scales under anonymous and public conditions. Results show that those scales that had loaded highest on the Impression Management factor showed the greatest mean increase from anonymous to public conditions. It is recommended that impression management, but not self-deception, be controlled in self-reports of personality. (54 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examined how using Likert-type scales with either 5-point, 7-point or 10-point format affects the resultant data in terms of mean scores, and measures of dispersion and shape. Three groups of respondents were administered a series of eight questions (group n's = 300, 250, 185). Respondents were randomly selected members of the general public. A different scale format was administered to each group. The 5-and 7-point scales were rescaled to a comparable mean score out of ten. The study found that the 5-and 7-point scales produced the same mean score as each other, once they were rescaled. However, the 10-point format tended to produce slightly lower relative means than either the 5-or 7-point scales (after the latter were rescaled). The overall mean score of the eight questions was 0.3 scale points lower for the 10-point format compared to the rescaled 5-and 7-point formats. This difference was statistically significant at p = 0.04. In terms of the other data characteristics, there was very little difference among the scale formats in terms of variation about the mean, skewness or kurtosis. This study is 'good news' for research departments or agencies who ponder whether changing scale format will destroy the comparability of historical data. 5-and 7-point scales can easily be rescaled with the resultant data being quite comparable. In the case of comparing 5-or 7-point data to 10-point data, a straightforward rescaling and arithmetic adjustment easily facilitates the comparison. The study suggests that indicators of customer sentiment – such as satisfaction surveys – may be partially dependent on the choice of scale format. A 5-or 7-point scale is likely to produce slightly higher mean scores relative to the highest possible attainable score, compared to that produced from a 10-point scale.
This paper introduces the construct of leader inclusiveness—words and deeds exhibited by leaders that invite and appreciate others' contributions. We propose that leader inclusiveness helps cross-disciplinary teams overcome the inhibiting effects of status differences, allowing members to collaborate in process improvement. The existence of a professional hierarchy in medicine and the differential status accorded to those in different disciplines is well established in the health care literature, as is the need for quality improvement. We build on this foundation to suggest that profession-derived status is positively associated with psychological safety (H1)—a key antecedent of speaking up and learning behavior—in health care teams. We hypothesize that this effect varies across teams (H2), and furthermore, that leader inclusiveness predicts psychological safety (H3) and moderates the relationship between status and psychological safety (H4). Finally, we suggest psychological safety predicts engagement in quality improvement work (H5) and mediates the relationship between leader inclusiveness and engagement (H6). Survey data collected in 23 neonatal intensive care units involved in quality improvement projects support our hypotheses. These results provide insight into antecedents of and strategies for fostering improvement efforts in health care and other sectors in which cross-disciplinary teams engage in collaborative learning to improve products or services. Copyright © 2006 John Wiley & Sons, Ltd.
We offer a framework for developing the collaborative workplace, developed through a case study of a subsystem of Intuit Canada, a knowledge-based product development firm known for strong collaboration. Grounded in interviews, observations, informal conversations, and archival data, our framework reveals a series of factors that shape work, relationships, and behaviors to promote collaboration widely. Beyond factors, we uncover what it is about them, the underlying properties that created the conditions for employees to work, relate and contribute collectively. We show how the factors interrelate to create two collaborative subsystems; one fostering widespread alignment around strategic goals and the other fostering locally led interactivity to operationalize those goals. We illustrate how the duality works in practice and conclude with implications for future research and practice.
Studies dealing with the emergent coronavirus pandemic provide the multidisciplinary response to psychological, social, economic, policy and management challenges. The current paper identifies the key factors conducive to the psychological well-being of employees during the COVID-19 Pandemic. A conceptual review suggests relationships between entrepreneurial leadership, job security, fear of COVID-19 and psychological well-being. We posit that entrepreneurial leadership results in leads to higher job security and increased Psychological well-being. Furthermore, Job insecurity leads to worse psychological well-being and mediates the relationship between Entrepreneurial leadership and Psychological well-being. Fear of COVID-19 moderates the relationship between entrepreneurial leadership and job insecurity. When the job insecurity under the threat of COVID-19 intensifies, entrepreneurial leaders act to strengthen organizational commitment and provide positive psychological empowerment.
Servant leadership has been gaining attention from all types of organizations, whether it be business organizations or public schools. With the increase of studies on the servanthood characteristics of organizational leaders, various scales of servant leadership were used to examine servant leadership behaviors, perceptions, and attitudes in different organizations. In line with the increasing interest on servant leadership, the purpose of the study was aimed at characterizing the Servant Leadership (SL) scale psychometrically through Confirmatory Factor Analysis (CFA) and Rasch analysis. The related data were collected from 461 teachers across several countries. The one-factor structure of the SL was confirmed in CFA along with the Rasch Rating Scale model, with the analyses of rating scale diagnosis, item fit assessment, reliability, unidimensionality, local independence, and differential item functioning (DIF). High person separation and reliability statistics supported the consistency of the SL scores. Only one item (Item 7) did not fit the Rasch model, and another item (Item 1) showed DIF to be in favor of females. Overall CFA and the Rasch models provided enough evidence for the seven-item SL scale.
The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in Western cultures because employees are more likely to see the self as independent and understand their relationship with the organization in terms of reciprocity. However, the social-identity perspective suggests that POS effects are stronger in Eastern cultures because employees are more likely to see the self as interdependent and are more attuned to organizational support as an identity-related cue. Addressing these competing hypotheses, meta-analytic results from 827 independent samples (n = 332,277) across 54 countries show support for both perspectives. In the West, POS was more strongly associated with social-exchange processes than organizational-identification processes. In contrast, In the East, POS was more strongly associated with organizational-identification processes than social-exchange processes. Overall, POS was more strongly related to job attitudes and performance in the East than in the West. Cultural differences in POS effects on attitudinal outcomes were found to be increasing over time. We discuss the implications of these findings for organizational-support theory and research.
In addition to risk-taking behavior, we propose that psychological safety also promotes prosocial behavior through cooperative goal interdependence. To differentiate these two types of effects, we contrasted the moderating effects of two interpersonal harmony motives. A survey in China supported the indirect effect of psychological safety on helping behavior through cooperative goal interdependence. This mediated relationship was moderated by harmony enhancement such that the mediated effect of psychological safety was weaker when harmony enhancement was high. Psychological safety was positively related to innovative behavior, and this relationship was moderated by disintegration avoidance such that it was weaker when disintegration avoidance was high. These results shed light on the different effects of psychological safety and their underlying mechanisms.
This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total N=971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed. © 1998 John Wiley & Sons, Ltd.
Since the concept of psychological safety was introduced, empirical research on its antecedents, outcomes, and moderators at different levels of analysis has proliferated. Given a burgeoning body of empirical evidence, a systematic review of the psychological safety literature is warranted. As well as reviewing empirical work on psychological safety, the present article highlights gaps in the literature and provides direction for future work. In doing so, it highlights the need to advance our understanding of psychological safety through the integration of key theoretical perspectives to explain how psychological safety develops and influences work outcomes at different levels of analysis. Suggestions for future empirical research to advance our understanding of psychological safety are also provided.
Although psychological safety research has flourished in recent years, and despite the empirical support for the important role of psychological safety in the workplace, several critical questions remain. In order to address these questions, we aggregate theoretical and empirical works, and draw on 136 independent samples representing over 22,000 individuals and nearly 5,000 groups, to conduct a comprehensive meta-analysis on the antecedents and outcomes of psychological safety. We not only present the nomological network of psychological safety, but also extend this research in four important ways. First, we compare effect sizes to determine the relative effectiveness of antecedents to psychological safety. Second, we examine the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement. Third, we examine whether research design characteristics and national culture alter validities within the nomological network, thus promoting a more accurate and contextualized understanding of psychological safety. Finally, we test the homology assumption by comparing the effect sizes of the antecedents and outcomes of psychological safety across individual and group levels of analysis. We conclude with a discussion of the areas in need of future examination.
This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.
The present study demonstrates how three psychological antecedents (psychological safety, felt obligation for constructive change, and organization-based self-esteem) uniquely, differentially, and interactively predict supervisory reports of promotive and prohibitive "voice" behavior. Using a two-wave panel design, we collected data from a sample of 239 employees to examine the hypothesized relationships. Our results showed that felt obligation was most strongly related to subsequent promotive voice; psychological safety was most strongly related to subsequent prohibitive voice; and organization-based self-esteem was reciprocally related to promotive voice. Further, although felt obligation strengthened the positive effect of psychological safety on both forms of voice, organization-based self-esteem weakened this effect for promotive voice. Theoretical and practical implications are discussed.
This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experi ences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions-meaningfulness. safety. and availabil ity-and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts. and directions for future research are described. People occupy roles at work; they are the occupants of the houses that roles provide. These events are relatively well understood; researchers have focused on "role sending" and "receiving" (Katz & Kahn. 1978). role sets (Merton. 1957). role taking and socialization (Van Maanen. 1976), and on how people and their roles shape each other (Graen. 1976). Researchers have given less attention to how people occupy roles to varying degrees-to how fully they are psychologically present during particular moments of role performances. People can use varying degrees of their selves. physically, cognitively, and emotionally. in the roles they perform. even as they main tain the integrity of the boundaries between who they are and the roles they occupy. Presumably, the more people draw on their selves to perform their roles within those boundaries. the more stirring are their performances and the more content they are with the fit of the costumes they don. The research reported here was designed to generate a theoretical frame work within which to understand these "self-in-role" processes and to sug gest directions for future research. My specific concern was the moments in which people bring themselves into or remove themselves from particular task behaviors, My guiding assumption was that people are constantly bring ing in and leaving out various depths of their selves during the course of The guidance and support of David Berg, Richard Hackman, and Seymour Sarason in the research described here are gratefully acknowledged. I also greatly appreciated the personal engagements of this journal's two anonymous reviewers in their roles, as well as the comments on an earlier draft of Tim Hall, Kathy Kram, and Vicky Parker.
Clinicians and those in health sciences are frequently called upon to measure subjective states such as attitudes, feelings, quality of life, educational achievement and aptitude, and learning style in their patients. This fifth edition of Health Measurement Scales enables these groups to both develop scales to measure non-tangible health outcomes, and better evaluate and differentiate between existing tools.
Health Measurement Scales is the ultimate guide to developing and validating measurement scales that are to be used in the health sciences. The book covers how the individual items are developed; various biases that can affect responses (e.g. social desirability, yea-saying, framing); various response options; how to select the best items in the set; how to combine them into a scale; and finally how to determine the reliability and validity of the scale. It concludes with a discussion of ethical issues that may be encountered, and guidelines for reporting the results of the scale development process. Appendices include a comprehensive guide to finding existing scales, and a brief introduction to exploratory and confirmatory factor analysis, making this book a must-read for any practitioner dealing with this kind of data.
Teams are pervasive in today's world, and rightfully so as we need them. Drawing upon the existing extensive body of research surrounding the topic of teamwork, we delineate nine “critical considerations” that serve as a practical heuristic by which HR leaders can determine what is needed when they face situations involving teamwork. Our heuristic is not intended to be the definitive set of all considerations for teamwork, but instead consolidates key findings from a vast literature to provide an integrated understanding of the underpinnings of teamwork—specifically, what should be considered when selecting, developing, and maintaining teams. This heuristic is designed to help those in practice diagnose team-based problems by providing a clear focus on relevant aspects of teamwork. To this end, we first define teamwork and its related elements. Second, we offer a high-level conceptualization of and justification for the nine selected considerations underlying the heuristic, which is followed by a more in-depth synthesis of related literature as well as empirically-driven practical guidance. Third, we conclude with a discussion regarding how this heuristic may best be used from a practical standpoint, as well as offer areas for future research regarding both teamwork and its critical considerations. © 2014 Wiley Periodicals, Inc.
As teams have become fundamental parts of today's organisations, the need for these teams to function and learn efficiently and effectively is widely emphasised. Also in military contexts team learning is vital. The current article examines team learning behaviour in military teams as it aims to cross-validate a team learning model that was originally developed and tested in an educational context. This team learning model includes several socio-cognitive factors that precede, constitute, and result from team learning behaviour. Findings based on path analyses indicate that psychological safety, social cohesion and group potency are positively related to team learning behaviour in military teams. In addition, team learning behaviour does not only foster the construction of mutually shared cognition and transactive memory systems, but also relates positively to the effectiveness of military teams.
Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders who combine their motivation to lead with a need to serve display servant leadership. Personal characteristics and culture are positioned alongside the motivational dimension. Servant leadership is demonstrated by empowering and developing people; by expressing humility, authenticity, interpersonal acceptance, and stewardship; and by providing direction. A high-quality dyadic relationship, trust, and fairness are expected to be the most important mediating processes to encourage self-actualization, positive job attitudes, performance, and a stronger organizational focus on sustainability and corporate social responsibility.
Summary This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total Nà 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed. #1998 John Wiley & Sons, Ltd.
Teamwork is an essential component of safety in most work environments, especially in healthcare. Significant gains toward team-based approaches to healthcare have been made, but there remains a large knowledge base on teamwork that can be tapped. It is suggested that improvement in patient safety can be made by drawing on the science of team effectiveness and specifically focusing on investigation where team share characteristics to those in healthcare (e.g. emergency medicine). This article briefly outlines some core features of the current scientific understanding of teams. The relationship between teamwork and patient safety is then discussed. Finally, a set of scientific-rooted principles are extracted from the literature, which can guide the effectiveness of teams working in healthcare contexts.
This study explores failure-based learning behaviours in organisations. It examines the role of social capital and psychological safety in the development of failure-based learning behaviours. Survey data were collected from 137 members of 33 organisations in a variety of industries in Israel. The results indicate that in organisations where there is strong social capital, the development of psychological safety and failure-based learning behaviours is enabled. It was also found that social capital, through psychological safety, is directly and indirectly associated with failure-based learning behaviours. Follow-up analyses traced the practices organisations use for expanding learning capacities and their outcomes at both the organisational and individual levels. Finally, the implications for learning from failure in organisations are discussed.
As the use of teams has increased in organizations, research has begun to focus on the role of leadership in fostering team success. This review sought to summarize this literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team. Then, drawing from this inclusive, team-centric view of leadership, the authors describe 15 team leadership functions that help teams satisfy their critical needs and regulate their behavior in the service of goal accomplishment. This integrative view of team leadership enables the summarization of past research and identification of promising areas of future research.
This article examines the adequacy of the “rules of thumb” conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice. Using a 2‐index presentation strategy, which includes using the maximum likelihood (ML)‐based standardized root mean squared residual (SRMR) and supplementing it with either Tucker‐Lewis Index (TLI), Bollen's (1989) Fit Index (BL89), Relative Noncentrality Index (RNI), Comparative Fit Index (CFI), Gamma Hat, McDonald's Centrality Index (Mc), or root mean squared error of approximation (RMSEA), various combinations of cutoff values from selected ranges of cutoff criteria for the ML‐based SRMR and a given supplemental fit index were used to calculate rejection rates for various types of true‐population and misspecified models; that is, models with misspecified factor covariance(s) and models with misspecified factor loading(s). The results suggest that, for the ML method, a cutoff value close to .95 for TLI, BL89, CFI, RNI, and Gamma Hat; a cutoff value close to .90 for Mc; a cutoff value close to .08 for SRMR; and a cutoff value close to .06 for RMSEA are needed before we can conclude that there is a relatively good fit between the hypothesized model and the observed data. Furthermore, the 2‐index presentation strategy is required to reject reasonable proportions of various types of true‐population and misspecified models. Finally, using the proposed cutoff criteria, the ML‐based TLI, Mc, and RMSEA tend to overreject true‐population models at small sample size and thus are less preferable when sample size is small.
IntroductionA Contingency Perspective of Group ConflictConclusions and Avenues for Future ResearchAcknowledgementsReferences
The tendency for individuals in organizational hierarchies to fail to communicate negatively valenced information has been well documented, but the psychological mechanisms behind the phenomenon have not. With the increasing emphasis on organizational transparency, the need to understand why organizational participants regularly fail to transfer critical task-relevant information is pressing. Two measures of how individuals give (face giving) and react to (threat sensitivity) negatively valenced information are developed and are shown to significantly affect upward communication. These effects are mediated by 2 dyadic psychological safety constructs based on Edmondson's (1999) team psychological safety construct. Self psychological safety mediated the effect of supervisor face giving on admission of errors and help seeking, and other psychological safety mediated the effect of supervisor face giving and supervisor threat sensitivity on the likelihood that a subordinate will raise disagreement, give candid feedback, and point out errors to a supervisor.