Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

By Amy C. Edmondson, Zhike Lei. 2014

2,031 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/39c1a2ff3ad746c8c9d4b630a60633ee2aeb4af2

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Citations in the corpus

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “Psychological safety “facilitates the willing contribution of ideas and actions to a shared enterprise” (Edmondson & Lei, 2014, p. 24).”
The Role of Psychological Safety in Human Development (2016, positive): “When individuals feel psychologically safe, they expect that taking an interpersonal risk will not pose an intolerable level of threat to identity or sense of self (Edmondson & Lei, 2014).”
CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, background): “As demonstrated in the review of psychological safety research by Edmondson and Lei (2014), a key antecedent that can help foster team psychological safety is the leadership behavior of the CEO.”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “Board size (board size) was expected to jointly affect directormonitoring behaviors by reducing directors’ participation opportunities (cf. Lam et al., 2015) as well as psychological safety because both are based on group contextual characteristics such as group size (Edmondson & Lei, 2014).”
Psychological safety: A systematic review of the literature (2017, background): “This, in turn, has been found to influence a range of workplace outcomes (e.g., learning and performance) at different levels of analysis (Edmondson & Lei, 2014).”
Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “In their review of psychological safety, Edmondson and Lei (2014) distinguish between three different levels of conceptualization: organizational, group and individual, depending on the focal research question.”
Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance (2018, methodology): “The leader’s empathy promotes bonding with the follower and creates a sense of psychological safety and support for the follower (Edmondson & Lei, 2014; M. Mayfield & Mayfield, 2012b).”