Psychological Safety, Trust, and Learning in Organizations: A Group-Level Lens.

By Amy C. Edmondson. 2004

661 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/398d9ea38973db9afb5c32ae1cf5209d550c8e04

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Citations in the corpus

Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners (2010, background): “…relations and interactions more predictable and eliminates uncertainty in those relations, which sets an important foundation for intragroup trust (Edmondson 2004, Sitkin and Roth 1993): Members can interact with greater confidence in the outcome of interactions when they are clear on the roles…”
Psychological Safe Environment: A Concept Analysis (2018, background): “This enables critical thinking skill development and allows for a richer learning experience (Edmondson, 2004; Ganley & Linnard-Palmer, 2012; Halbesleben & Rathert, 2008; Ironside et al., 2009).”
Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures (2012, methodology): “Research on psychological safety has attracted increased attention primarily because it facilitates an interpersonal work context that is essential for effective learning (Edmondson, 1999, 2004).”
Humor and group effectiveness (2008, background): “Psychological safety at the group level has been defined as the ‘shared belief that the team is safe for interpersonal risk-taking’ (Edmondson, 1999: 354), and has been shown to be a key factor in learning in work groups (Edmondson, 1999, 2004; Tjosvold et al., 2004).”
When leadership, relationships and psychological safety promote flourishing in sport and life (2021, background): “Knowledge can be uncovered or unleashed if certain conditions are satisfied: (a) coaches as leaders’ manifest behaviours conducive to building psychological safety and (b) relationship formation (cf. Edmondson, 2004).”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, unknown): “Edmondson (2004) also reasoned that because leaders model acceptable behavior in teams, displaying an openness to others ’ points of view may encourage employees to more freely share their thoughts and be receptive to others ’ input.”
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, unknown): “In addition, consistent with previous research, we reason that psychological safety is developed through relational leadership and serves as a key social-psychological mechanism by which people are able to display creativity without experiencing interpersonal threats and developing defensive orienta”
Optimizing team conflict dynamics for high performance teamwork (2017, background): “If trust is high among members, we would expect high psychological safety as the environment should be safe for interpersonal risk taking (Edmondson, 2004).”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “Recent research has pointed to relational aspects of leadership that are essential for developing psychological states that facilitate learning processes (Edmondson, 2004; Nembhard and Edmondson, 2006).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, methodology): “While most previous studies assess the relationship between organizational learning and performance at the individual and group level (Cannon & Edmondson, 2001, 2005; Edmondson, 2004), we build on these findings to suggest it is also valuable to examine this phenomena at the firm level (cf.”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “This explains why a board led by a participative chair appears better equipped to deal constructively with board–CEO cognitive conflict by ensuring that it does not undermine board psychological safety (Edmondson, 2004; Kark & Carmeli, 2009; Walumbwa & Schaubroeck, 2009).”
Towards a Theory of Longitudinal Trust Calibration in Human–Robot Teams (2019, background): “Being able to show vulnerability at work, especially during non-work related interactions, has been shown to increase team effectiveness, as it facilitates positive trust development [37,39].”
Authoritarian leadership and employee silence in China (2017, background): “Edmondson (2004) proposed three aspects of leader behaviour that will promote psychological safety: being available and approachable, explicitly inviting input and feedback, and modelling openness and fallibility – all of which appear to be antithetical to authoritarian leadership.”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “The mediating role of perceived psychological safety Psychological safety refers to individuals’ perceptions of the consequences of taking interpersonal risks in their work environment (Edmondson 1999, 2004).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…as job satisfaction and loyalty to the organization (Matzler & Renzl, 2007), as well as open communication and knowledge sharing between members (Edmondson, 2004), satisfaction with the team (Chou, et al., 2008), proactive idea implementation and problem solving (Parker, Williams, & Turner,…”