Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams

By Ingrid M. Nembhard, Amy C. Edmondson. 2006

2,244 citations recorded by the source corpus.

Subfields: Emergency Medical Services, Organizational Behavior and Human Resource Management, Research and Theory

View Paper: https://www.semanticscholar.org/paper/804e92aab48f69904c4ba4af56d54772d092001f

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In Emergency Medical Services

In Organizational Behavior and Human Resource Management

In Research and Theory

Citations in the corpus

JOB ENGAGEMENT: ANTECEDENTS AND EFFECTS ON JOB PERFORMANCE (2010, result): “This reasoning is consistent with research showing positive relationships between perceptions of various forms of support in an organization and conceptualizations of job engagement similar to Kahn’s (e.g., Bakker, Demerouti, & Schaufeli, 2005; Nembhard & Edmondson, 2006; Saks, 2006).”
Silenced by fear:: The nature, sources, and consequences of fear at work (2009, background): “…wide array of organizational phenomena, including decisions to reveal invisible diversity (Ragins, Singh, & Cornwell, 2007), reward and punishment distribution (Appelbaum, Bregman, & Moroz, 1998), team member/leader interaction, communication, and improvement activity (Nembhard & Edmondson, 2006).”
Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety, status, and leadership within and across teams (2014, methodology): “The operationalization of status in organizational behaviour studies is often limited to an objective unidimensional measure that is inferred from job positions in the professional hierarchy (e.g., Nembhard & Edmondson, 2006).”
Power, Status, and Learning in Organizations (2011, background): “Overbeck and Park (2006) found, for example, that high-power individuals who were randomly assigned people-centered rather than product-centered goals were more rather than less attentive to others’ differences.”
Teamwork in Healthcare: Key Discoveries Enabling Safer, High-Quality Care (2018, background): “Nembhard and Edmondson (2006) investigated the effects of leader inclusiveness (i.e., the words or deeds of leaders that may support others’ contributions) on the relationship between status and psychological safety in teams.”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “We examine CEO relational leadership as a factor in shaping such contextual conditions as trust between TMT members, which may facilitate learning processes (Edmondson, 2004; Nembhard and Edmondson, 2006).”
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, positive): “Our work expands the research of Edmondson and her colleagues (Edmondson, 1999, 2004; Nembhard & Edmondson, 2006), by focusing on a specific aspect of relational leadership and its effect on psychological safety.”
Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (2017, background): “…when they experience significant uncertainty, due to their perception that organizational decision-making processes are dominated by hidden agendas or that short-term personal gains take precedence over long-term organizational well-being (Nembhard & Edmondson, 2006; Abbas et al., 2014).”
Organizational culture and innovation culture: exploring the relationships between constructs (2012, background): “public reprimand or assignment to a “bad” work shift) (Nembhard and Edmondson, 2006).”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “Since then, group research has generally corroborated this connection between supportive leadership and psychological safety (Nembhard & Edmondson, 2006; Walumbwa & Schaubroeck, 2009).”
Relationships and Resilience (2008, background): “A sense of collective threat has been shown by others to reduce status boundaries among participants in different areas of functional expertise, thus enhancing mutual respect (Wicks, 1998) and strengthening relationships (Nembhard & Edmondson, 2006).”
Leader inclusiveness, psychological diversity climate, and helping behaviors (2016, background): “In the small body of research on leader inclusiveness, Nembhard and Edmondson (2006) found that inclusive leadership helps overcome the detrimental effects of status differences by increasing group members' engagement through heightened perceptions of psychological safety.”