Establishing Psychological Safety in Teams and the Role of Vulnerability and Inclusive Leadership

Abstract

Introduction. Psychological safety is defined as feeling able to show and express yourself without fear of negative consequences to self-image, status or career and is seen as the foundation for high performing teams. Inclusive leadership – openness, accessibility, availability – and vulnerability are identified as two important factors in the creation of a climate of psychological safety. The goal of this research is to show the effectivity of the Natural Leap, a leadership program by de Transformatie Groep by showing an increase in psychological safety, inclusive leadership and vulnerability. Method. Data was collected from employees of Ahold (N=70). This included 28 managers and 48 of their team members, only the managers participated in the Natural Leap. Psychological safety, inclusive leadership and vulnerability were measured before and after the end of the Natural Leap. Additionally, four team members and their managers were interviewed. Results. Data analysis revealed a significant increase in psychological safety, inclusive leadership and vulnerability. Vulnerability predicted psychological safety and inclusive leadership may predict psychological safety but results were inconclusive. Discussion. We conclude that the Natural Leap was indeed an effective leadership program. As it succeeded in increasing the level of psychological safety, vulnerability and inclusive leadership. Suggesting that openness, accessibility, availability and willingness to show vulnerability are important for leaders looking to establish a climate of psychological safety