The diploma thesis deals with justice and fairness in the workplace. The theoretical part begins with an introduction to the topic, defines the key concepts and further states what are the differences between them. The following chapters describe reasearch into justice and fairness from its inception, which dates back to about the middle of the last century, to the present. The theretical part continues with the reasons that motivate individuals to think about justice and fairness, what are the consequences of perceived (in)justice and (un)fairness, and finally we present the existing tools that are used to measure these phenomena. The empirical part focuses on the adaptation of two main, foreign methods (COJS and POJ) to the Czech environment, verification of their psychometric properties, basic validation and exploration the relationships between them. Due to the validation of POJ and COJS, we also set a secondary goal, namely the adaptation of scales describing the relationship to the organization and the superior and verification of their basic psychometric data. The results of our research showed that the 4-factor model of justice (COJS) and the 1- factor model of overall fairness (POJ) can be considered satisfactory, even with the Czech version created by us, which corresponds to previously...

<p>Engineering students are expected to develop professional skills in addition to their technical knowledge as outcomes of accredited engineering programs. Among the most critical professional skills is the ability to work effectively in a team. Working effectively in teams has learning benefits and also provides an environment for developing other professional skills such as communication, leadership skills, and time management. However, students will develop those skills only if their teams function effectively.</p> <p>This dissertation includes three studies that together inform team formation and management practices to improve team dynamics. The first study investigates mixed-gender team dynamics to determine whether those teams are realizing their potential. The second study explores the relationship of individual psychological safety and students’ team member effectiveness and the moderating effects of team-level psychological safety. The third study explores self-rating bias among first-year engineering students and its relationship to student characteristics and dimensions of team-member effectiveness. </p> <p>Although mixed-gender teams had equal team dynamics with all-male teams, more team facilitation and training are needed to improve the experience of mixed-gender teams. Asian, Black, and Hispanic/Latino students, as well as students with lower GPA, report lower psychological safety, which is associated with lower team-member effectiveness. Team-level psychological safety moderated this effect for Asian and Hispanic/Latino students. Students’ effort in teams was associated with lower self-rating bias, likely an indication of greater self-awareness. Together, these studies and their findings contribute to a broader understanding that there are interrelationships among team composition, team dynamics, and team-member effectiveness, and that these relationships differ based on student characteristics such as race/ethnicity, gender, and prior knowledge. This work adds to the body of research demonstrating the importance of teaching students about effective teamwork, conducting regular peer evaluations of team functioning, and interpreting those peer evaluations carefully to avoid perpetuating any biases. This work also demonstrates the usefulness of psychological safety as an important indicator of marginalization.</p>

Lämpar sig alla typer av organisationskultur för kvalitetsinitiativ enligt metoden Total Quality Management(TQM)? Uppsatsen belyserden frågan med utgångspunkt i en fallstudie av en svensk domstol där en ny myndighetschef tillträdde 2021. Syftet med uppsatsen är att undersöka hur den upplevda och önskade organisationskulturen vid en svensk domstol förändrades under det första året sedan en ny myndighetschef tillträtt. Syftet är ocksåattundersöka hur organisationskulturen skiljer sig mellan domstolens olika yrkeskategorier, och om förändringen mellan mättillfällena skiljer sig åt mellan dem. Syftet är -slutligen -att med utgångspunkt i den uppmätta organisationskulturen ta ställning till om organisationskulturen i domstolen lämpar sig för kvalitetsinitiativ enligt TQM eller inte. Syftet preciseras i följande frågeställningar:•Hur förändrades den upplevda och önskade organisationskulturen i domstolen och dess olika yrkeskategorier mellan 2021, då en ny myndighetschef tillträdde, och 2022?•Har domstolen våren 2022 en organisationskultur som lämpar sig för kvalitetsinitiativ enligt TQM?Undersökningen genomfördes genom intervjuer med domstolens ledningsgrupp,genom enkäterriktade till hela personalenoch genom en litteraturstudie. Resultatet visar att organisationskulturen förändrades såtillvida att den interna orienteringen och orienteringen mot stabilitet minskade, liksom genomslaget för den hierarkiska organisationskulturen.Domstolen har 2022 inte en organisationskultur som lämpar sig för kvalitetsinitiativ enligt TQM,eftersom de kulturella dimensionerna i TQM är oförenliga med domstolens organisationskultur. I uppsatsen diskuteras mot den bakgrunden de brister som har uppfattats i teoribildningen inom kvalitetsområdetoch som kan kopplas till organisationskulturen och dess betydelse. / Are all types of organizational culture suitable for quality initiatives according to the Total Quality Management (TQM) method? The essay sheds light on this issue on the basis of a case study ina Swedish court where a new head of authority took office in 2021.The purpose of the thesis is to investigate how the perceived and desired organizational culture in a Swedish court changedduring the first year since a new head of authority took office.The purpose is also to examine how the organizational culture differs between the court's different professional categories, and whether the change between the measurement occasions differs between them. The purpose is -finally -to take a position on the basis of the measured organizational culture on whether the organizational culture in the court is suitable for quality initiatives according to TQM or not.The purpose is specified in the following questions:• How did the perceived and desired organizational culture in the court and its various professional categories change between 2021, when a new head of authority took office, and 2022?• Does the court in the spring of 2022 have an organizational culture that is suitable for quality initiatives according to TQM?The survey wasconducted through interviews with the court's management team, through questionnaires addressed to the entire staff and through a literature study.The results show that the organizational culture changedto the extent that theinternal orientation and the orientation towards stabilitydecreased, as didthe dominance ofthe hierarchical organizational culture. In 2022 the court does not have an organizational culture that is suitable for quality initiatives according to TQM, since the cultural dimensions of TQM are incompatible with the court's organizational culture. In the essay, against this background, the shortcomings that have been perceived in the theory formation within the quality area and that can be linked to the organizational culture and its significance are discussed. / <p>2022-06-05</p>

Syftet med denna studie var att undersöka om dimensionerna upplevd ytlig, djup och kompetensmångfald har effekt på en projektgrupps psykologiska trygghet. Undersökningen har genomförts med en kvantitativ ansats där respondenterna fått besvara ett antal frågor i en digital enkät. Enkätensvaren har därefter bearbetats och analyserats genom en multipel regressionsanalys och en hierarkisk multipel regressionsanalys samt korrelationsanalyser. Resultatet påvisade att upplevd ytlig, djup och kompetensmångfald har effekt på den psykologiska tryggheten i projektgrupper, varav djup mångfald är den variabel med högst unikt bidrag (37,3 %). Avseende studiens frågeställning, om det råder en korrelation mellan upplevd mångfald och en projektgrupps psykologiska trygghet, visar enbart djup mångfald en signifikant korrelation. Resultatet visade också att antal projektgruppsmedlemmar och tid i projektgruppen har effekt på dess psykologiska trygghet. Vidare antyder resultatet att ett högre antal projektgruppsmedlemmar kan ha en negativ effekt på projektgruppens psykologiska trygghet. Denna studie bidrar med en ökad förståelse för hur utmaningarna och möjligheterna med mångfald kan ta form i projektgrupper och vad för effekt det kan få på olika processer, såsom psykologisk trygghet. / The purpose of this study was to investigate if perceived surface-level, deep-level, and competence diversity affect the psychological safety within a project group. The study was conducted using a quantitative approach, where respondents answered questions in a digital survey. The survey responses were then processed and analyzed through multiple regression analysis and hierarchical multiple regression analysis, as well as correlation analyses. The results indicated that perceived surface-level, deep-level, and competence diversity do affect the psychological safety within project groups, with deep-level diversity being the variable with the highest unique contribution (37,3%). Regarding the study's research question of whether there is a correlation between perceived diversity and a project group's psychological safety, only deep-level diversity showed a significant correlation. The results also showed that the number of project group members and time spent in the project group affect its psychological safety. Furthermore, the results suggest that a higher number of project group members may have a negative effect on the psychological safety within the project group. This study contributes to an increased understanding of how the challenges and opportunities of diversity can manifest in project groups and what effects it may have on various processes, such as psychological safety.

I denna fallstudie har SeventyOne Consulting analyserats som ett exempel på en organisation som verkar under det kommande paradigmet inom kvalitetsutvecklingen. Studien kopplar samman teori från kvalitetfältet med design thinking, paradigmteori och teori om människocentrerad företagskultur. Syftet var att bidra med kunskap gällande vilken roll design thinking och människocentrerad företagskultur kan spela i ett kommande paradigm inom kvalitetsutveckling. Frågeställningarna var: 1. Hur kan det kommande paradigmet i kvalitetsutveckling förstås? 2. Vilken roll kan design thinking och en människocentrerad företagskultur spela i det kommande paradigmet? Metoden inkluderade semi-deltagande observationer av organisationen, icke-deltagande observationer av arbetet med kunder, intervjuer med företagets medlemmar samt dokumentationsanalys. Studien har huvudsakligen genomförts online. Dess resultat har organiserats i den metaforiska och hypotetiska analysmodellen bröllopstårtan, vilken illustrerar hur en människocentrerad företagskultur baserad på psykologisk trygghet, Teal-principer och glädje utgör grunden för att hantera kunders komplexa problem utifrån de metodologiska strategierna relatera och samskapa, eklektisk metod och ett design thinking mindset. Design kapabilitet har analyserats som förmågan att sammankoppla och arbeta utifrån flera olika kunskapstraditioner samtidigt, samt integrera företagskulturer utifrån en människocentrerad bas. Människocentrerad kultur har därmed förståtts som en förutsättning för att kunna möta komplexiteten och innovationskraven som präglar det nya paradigmet, medan design thinking förståtts som en potentiellt användbar metod, förutsatt att design kapabilitet utvecklats. / In this case study, SeventyOne Consulting was analysed as an example of an organisation operating under the coming paradigm in quality management. The study connected theory from quality management, design thinking, paradigm theory and human-centred culture theory. The purpose was to contribute with knowledge concerning what role design thinking and a human-centred culture can play in the coming paradigm of quality management. The research questions were: 1. How can the coming paradigm of Quality Management be understood? 2. Which roles can design thinking and a human-centred culture play in the coming paradigm? The method included semi-participatory observations of the organisation, non-participatory observations with its customers, interviews with its members and document analysis. The study has mainly been performed online. Its result were organised into the metaphorical and hypothetical analytic model of the wedding cake, illustrating how a human-centred culture based on psychological safety, Teal principles and happiness gives the foundation for handling customers’ complex problems through the methodological strategies relate and co-create, eclectic methodology and a design thinking mindset. Design capability was analysed as the ability to connect and work simultaneously with different kinds of knowledge and integrating cultures, while also coming from a human-centredness. Human-centred cultures were thereby understood as an important prerequisite for being able to meet the complexity and innovative demands of a new paradigm, while design thinking was understood as a potentially suitable method, provided that design-capability has been developed. / <p>2021-06-06</p>

Psychological safety is a key factor for successful teamwork. Psychological safety signifies that individuals who work together share the belief that their team is safe for interpersonal risk taking. Since the 1970s, researchers have emphasized the importance of psychological safety for work teams in order to deal with changes and related feelings of uncertainty due to a competition-oriented and fast-paced labor market. Numerous studies demonstrated the relevance of psychological safety for learning from failures and for the improvement of performance levels in all kinds of work contexts. Most notably, psychological safety was found to be related to patient safety in clinical contexts. Thus, psychological safety is particularly relevant in team settings where customers or patients depend on the team’s performance, as is the case in hospital teams, care teams, flight crews, and other interdisciplinary team settings. Changes are inherent in the nature of psychological safety. Yet, researchers have just begun to investigate how psychological safety forms and develops over time. First findings on the development are inconsistent and previous research lacks an overall theoretical framework on the effects of time and other group-bounded factors that affect the development of psychological safety. This dissertation contributs to previous research by focusing on dynamics of psychological safety and embedding the hypotheses into a more holistic theoretical framework on team development over time. More precisely, this work builds on the model of group faultlines that considers group diversity, and more specifically subgroup emergence, as one important origin of psychological safety dynamic across teams. Accordingly, team faultlines, defined as hypothetical lines that split a team into subgroups based on multiple attributes, have a negative impact on the formation of psychological safety. Furthermore, this work refers to a theoretical approach, which emphasizes the inclusion of time in team research thereby encouraging researchers to take a more dynamic perspective on team processes by studying the changes and subsequent effects on team outcomes. As teams are sensitive to signals of psychological safety from the very beginning of teamwork, this work focused on the relation between trajectories of team psychological safety change and team performance. In Study 1, I referred to the Leader-Member-Exchange theory and examined differences in team members’ perceptions caused by subgroup dynamics. Accordingly, members who belong to the in-group of the leader benefit from more exchange of resources compared to members of an out-group. I tested the relation of subgroup belonging and psychological safety in the presence of high or low task conflict, as conflicts are critical events that impact psychological safety. I found that team members who were close to the leader in terms of demographic similarity were less affected by high task conflict compared to members who were demographically different from the leader. This study thus identified a boundary condition of psychological safety, namely subgroup belonging, as being similar to the leader buffered the negative effects of task conflict on perceptions of interpersonal risk-taking. Regarding the development of team perceptions of psychological safety, first studies indicated that psychological safety either remains relatively stable, or slightly decreases over time. In Study 2, I therefore focused on the development of psychological safety and antecedents of both the formation and changes over time. I tested for the effects of three well-studied deep level diversity attributes, namely values, team ability, and team personality, and for effects of group faultlines on psychological safety. The results showed that psychological safety decreased over time. Furthermore, teams who had a strong attitude toward teamwork and were characterized by a weak faultline started into the project with high initial levels of psychological safety (as compared to teams with low attitude toward teamwork and strong faultlines). Yet, in teams with high task-specific skills, psychological safety decreased (as compared to teams with low skills), whereas in teams with high team conscientiousness, psychological safety increased over time (as compared to teams with low team conscientiousness). This study demonstrated the relevance of considering temporal dynamics of psychological safety in team research. Further studies should investigate which factors, other than time, predict the negative development. Does it reflect a natural phenomenon in teams, or are there other mechanisms that explain this finding more accurately such as cross-subgroup communication? Furthermore, important conditions for the formation and development of psychological safety were identified that could provide starting points for the design of interventions regarding how and when the development of psychological safety should be supported from leaders or team coaches. As a consequence of the previous results, the focus of the third study was put on team trajectories of psychological safety, more precisely, whether changes of psychological safety affected team variables such as team performance. According to team development theories, the first half of a project is decisive as team members lay the foundation for important changes around midpoint. A constructive discussion and evaluation at midpoint again separated high- from low-performing teams. Thus, besides absolute levels, relative changes should affect team performance. The results support this proposition as changes of psychological safety predicted team effectiveness above and beyond absolute levels. Taken together, this work highlights the effects of subgroup dynamics and time for research on psychological safety. This dissertation is a pioneer work as all three studies provide crucial insights on dynamics of psychological safety opening up implications for practitioners and new avenues for future research.:Acknowledgements 1 Summary (English) 2 Summary (German) 4 List of Contents 7 List of Figures 10 List of Tables 11 1 Psychological Safety in Teams and Organizations 12 1.1 Relevance of the Topic 12 1.2 Research Objectives 13 1.3 Structure of the Dissertation 15 2 Conceptual Clarifications 16 2.1 Psychological Safety in Teams 16 2.2 Definition of Work Teams 17 2.3 Differences Between Psychological Safety and Trust 18 2.4 Measuring Psychological Safety in Teams 19 3 Antecedents, Outcomes, and Boundary Conditions of Team Psychological Safety 24 3.1 Outcomes of Psychological Safety 25 3.2 Antecedents of Psychological Safety 25 3.2.1 Leadership Behavior 26 3.2.2 Relationship Networks 27 3.2.3 Team Characteristics 27 3.2.4 Individual Differences and Perceptions of Organizational Practices 28 3.3 Psychological Safety as Boundary Condition 28 3.4 Evaluation of the Previous Research, Future Directions, and Contributions 29 4 The Current Research 30 4.1 Contributions 30 4.2 Theoretical Framework of the Dissertation 31 4.3 Overview of the Research Program 35 5 Study 1 – About the Buffering Effect of Subgroup Belonging on the Relation Between Task Conflict and Psychological Safety 39 5.1 Introduction 40 5.1.1 Psychological Safety 41 5.1.2 Relationship and Task Conflict in Teams 42 5.1.3 Empirical Findings on Conflict and Psychological Safety 43 5.1.4 Group Faultlines Impact Team Processes 43 5.1.5 Emergence of Subgroups: Leader In-Group and Out-Groups 44 5.1.6 Goals of the Study and Hypotheses 46 5.2 Method 47 5.2.1 Participants 47 5.2.2 Procedure 47 5.2.3 Assessment and Operationalization of the Variables 48 5.3 Results 50 5.3.1 Agreement Between Staff Members 50 5.3.2 Multilevel Model Analyses Predicting Psychological Safety 52 5.3.3 Conflict and Demographic Faultline Strength Predict Psychological Safety 54 5.3.4 Testing for a Cross-Level Interaction: Belonging to the Principal In-Group or Out-Group as Moderator 54 5.4 Discussion 55 5.4.1 Practical Implications 58 5.4.2 Conclusions 58 6 Study 2 – About the Effects of Time, Demographic Faultline Strength, and Deep–Level Group Diversity on the Development of Psychological Safety 59 6.1 Introduction 60 6.1.1 Psychological Safety in Groups – Definition, Important Outcomes, and Antecedents 62 6.1.2 Hypotheses Development – Theoretical Considerations and Empirical Findings 62 6.1.2.1 The Effect of Time on Group Psychological Safety. 63 6.1.2.2 Demographic Faultline Strength Predicts Initial Levels of Group Psychological Safety. 64 6.1.2.3 Deep Level Group Diversity Predict Initial Levels and Changes of Group Psychological Safety. 66 6.1.2.4 Psychological Safety is Related to Group Performance. 69 6.2 Method 70 6.2.1 Participants 70 6.2.2 Team Task and Recruitment of Participants 71 6.2.3 Design and Procedure 71 6.2.4 Measures 72 6.3 Results 74 6.3.1 Data Preparation, Agreement Between Group Members and Data Aggregation 75 6.3.2 Correlations Between Demographic Faultline Strength, Group Diversity Variables, Psychological Safety, and Group Performance 77 6.3.3 Reasoning of Control Variables for the Linear Growth Curve Model 79 6.3.4 Modelling the Effects of Time and Group Diversity on Group Psychological Safety 80 6.3.4 Fitting the Model’s Structure 80 6.3.5 Effects of Time, Demographic Faultline Strength, and Deep Level Group Diversity on Initial Levels and Changes of Group Psychological Safety 82 6.3.6 Replication of the Positive Relation Between Psychological Safety and Group Performance 83 6.3 Discussion 83 6.4.1 Limitations and Future Research 87 6.4.2 Implications 88 6.4.3 Conclusion 89 7 Study 3 – About the Effects of Relative Changes of Psychological Safety over Time on Team Performance 90 7.1 Introduction 91 7.1.1 Psychological Safety in Teams 92 7.1.2 Initial Levels and Changes of Team Psychological Safety Predict Team Performance 93 7.2 Method 97 7.2.1 Participants 97 7.2.2 Team Task and Recruitment of Participants 98 7.2.3 Design and Procedure 98 7.2.4 Measures 100 7.3 Results 101 7.3.1 Agreement Between Team Members and Data Aggregation 101 7.3.2 Clustering Changes of Psychological Safety Within Teams 101 7.3.3 Correlations Between Psychological Safety Trajectory Clusters and Team Performance 102 7.3.4 Initial Levels and Changes of Psychological Safety Predict Team Performance 105 7.4 Discussion 105 7.4.1 Limitations and Future Research 108 7.4.2 Practical Implications 109 7.4.3 Conclusion 110 8 General Discussion 111 8.1 Summary and Integration of Findings 111 8.2 Theoretical Implications 115 8.3 Strength and Limitations 117 8.4 Future Directions 120 8.5 Practical Implications 123 8.6 Conclusion 126 9 Appendix – R-Script for Cluster-Calculation 128 10 Reference List 130 11 Curriculum Vitae 143 12 Scientific Career 146 13 Eidesstattliche Erklärung 149 / Psychologische Sicherheit ist ein Schlüsselfaktor für erfolgreiche Teamarbeit. Psychologische Sicherheit bedeutet, dass Personen, die zusammenarbeiten, den Glauben teilen, dass das Team sicher ist, um interpersonelle Risiken einzugehen. Seit Mitte der 70er Jahre betonen Forscher die Bedeutung von psychologischer Sicherheit für Arbeitsteams und deren Umgang mit den Veränderungen und der damit verbundenen Unsicherheit verursacht durch einen wettbewerbsorientierten und schnelllebigen Arbeitsmarkt. Zahlreiche Studien zeigen die Relevanz von psychologischer Sicherheit für das Lernen aus Misserfolgen und die Verbesserung der Teamleistung in verschiedenen Arbeitskontexten auf. Ein Befund zeigt, dass psychologische Sicherheit mit der physiologischen Sicherheit von Patienten assoziiert ist. Folglich ist psychologische Sicherheit insbesondere dann von Bedeutung, wenn Patienten oder Klienten von der Leistung eines Teams abhängig sind, wie das bspw. in OP-Teams, Pflegeteams, Flugbesatzung, oder anderen interdisziplinären Settings der Fall ist. Obgleich psychologische Sicherheit auf Gruppenebene konzeptualisiert ist und Veränderungen in der Natur dieses Konstruktes liegen, haben Forscher erst vor Kurzem begonnen zu untersuchen, wie psychologische Sicherheit entsteht und sich im Verlauf der Zusammenarbeit verändert. Jedoch sind die Befunde inkonsistent und der Forschung fehlt ein konzeptuelles Rahmenmodell darüber, wie die Zeit und andere durch die Gruppe bedingte Faktoren die Entwicklung von psychologischer Sicherheit beeinflussen. Diese Dissertation trägt zur vorherigen Forschung bei, indem sie den Fokus auf die Dynamiken psychologischer Sicherheit legt und die Forschungsthesen in ein ganzheitliches theoretisches Rahmenmodell zur Entwicklung von Teams einbettet. Im Einzelnen stützt sich die Arbeit auf das Modell der Gruppenbruchlinien, das Gruppendiversität als eine wichtige Ursache für dynamische Prozesse in Teams aufgrund von Subgruppenbildung ansieht. Demnach haben Gruppenbruchlinien (Faultlines), sogenannte hypothetische Linien, die Teams in homogene Subgruppen anhand multipler Attribute teilen, negative Folgen auf die Entstehung von psychologischer Sicherheit. Weiterhin bezieht sich die Arbeit auf einen theoretischen Ansatz, der den Einbezug der Zeit in den Vordergrund rückt und Forscher ermutigen soll eine dynamischere Perspektive auf Teamprozesse einzunehmen und Veränderungen sowie deren Folgen für Teamarbeit zu studieren. Da Teams von Beginn an und in den frühen Phasen der Zusammenarbeit für Signale psychologischer Sicherheit empfänglich sind, lag der Fokus auf Veränderungen in der psychologischen Sicherheit und dem Zusammenhang zwischen Veränderungen und Teamleistung. In Studie 1 bezog ich mich auf die Leader-Member-Exchange Theorie und untersuchte Unterschiede in der Wahrnehmung von psychologischer Sicherheit von Teammitgliedern aufgrund von Subgruppendynamik. Demnach profitieren In-Group Mitglieder der Führungskraft von einem höheren Austausch von Ressourcen im Vergleich zu Mitgliedern der Out-Group. Ich testete die Beziehung von Subgruppenzugehörigkeit und psychologischer Sicherheit in der Präsenz von hohem vs. niedrigem Aufgabenkonflikt, da Konflikte kritische Ereignisse sind, die sich negativ auf die psychologische Sicherheit auswirken können. Ich fand heraus, dass Teammitglieder, die mit ihrer Führungskraft demographisch ähnlich waren, von den negativen Auswirkungen von Aufgabenkonflikt weniger betroffen waren als Teammitglieder, die sich von der Führungskraft diesbezüglich unterschieden. Diese Studie identifiziert eine Grenzbedingung für psychologische Sicherheit, nämlich die Subgruppenzugehörigkeit, da die demographische Nähe zur Führungskraft den negativen Effekt von Aufgabenkonflikt für die Wahrnehmung von psychologischer Sicherheit pufferte. Hinsichtlich der Entwicklung von psychologischer Sicherheit, legen erste Studien nahe, dass sie sich nicht verändert, bzw. Über die Zeit leicht abnimmt. In Studie 2 untersuchte ich daher die Entwicklung von psychologischer Sicherheit und Antezedenzien für die Entstehung und Veränderungen im Verlauf der Zeit. Ich testete für Effekte von drei gut erforschten tieferliegenden Diversitätsattributen, nämlich Werte, Teamfähigkeit und Teampersönlichkeit. Die Ergebnisse zeigen, dass psychologischer Sicherheit über die Zeit abnahm. Darüber hinaus starteten Teams, die eine positive Einstellung zu Teamarbeit hatten und deren Gruppe von schwachen Faultlines gekennzeichnet war, mit einem hohen Anfangsniveau an psychologischer Sicherheit in die Projektarbeit (im Vergleich zu Teams mit negativer Einstellung zur Teamarbeit und starker Faultline). Allerdings nahm die psychologische Sicherheit in Teams mit hohen aufgabenspezifischen Fähigkeiten (im Vergleich zu niedrigen aufgabenspezifischen Fähigkeiten) über die Zeit ab, wohingegen sie in Gruppen mit hoher Gewissenhaftigkeit (im Vergleich zu niedriger Gewissenhaftigkeit) zunahm. Die Studie zeigt die Relevanz der Berücksichtigung von zeitlichen Dynamiken der psychologischen Sicherheit in der Team Forschung. So kann weiterführend dazu geforscht werden, welche anderen Faktoren als Zeit die negative Entwicklung vorhersagen. Handelt es sich hierbei um eine natürliche Entwicklung in Teams, oder erklären andere Mechanismen wie bspw. Kommunikation über Subgruppen hinweg diesen Befund? Darüber hinaus wurden wichtige Konditionen für die Entstehung und Entwicklung von psychologischer Sicherheit identifiziert, die zur Planung von Inhalten und dem Timing von Teaminterventionen zur Förderung der psychologischen Sicherheit durch Führungskräfte oder Team Coaches genutzt werden können. Als Konsequenz der vorherigen Ergebnisse, lag der Fokus der dritten Studie auf den Teamverläufen von psychologischer Sicherheit, präziser noch, auf den Effekten von Veränderungen psychologischer Sicherheit und deren Auswirkungen auf andere Teamvariablen wie bspw. Teamleistung. Laut Team Entwicklungstheorien ist die erste Hälfte der Projektarbeit entscheidend da Teammitglieder die Fundamente für bedeutende Veränderungen zur Mitte legen. Eine konstruktive Diskussion und Bewertung zur Mitte des Projektes wiederum trennt Hochleistungsteams von Teams mit schwacher Leistung. Daher sollte neben der absoluten Einschätzung von psychologischer Sicherheit auch die relative Veränderung Auswirkungen auf die Teamleistung haben. Die Ergebnisse unterstützen diese Annahme. Wir fanden dass Veränderungen in der psychologischen Sicherheit die Teameffektivität über die Baseline hinaus vorhersagten. Insgesamt hebt diese Arbeit die Effekte von Subgruppendynamiken und Zeit für die Forschung von psychologischer Sicherheit hervor. Diese Dissertation leistete Pionierarbeit indem alle drei Studien entscheidende Einsichten in die Dynamiken von psychologischer Sicherheit bieten und Implikationen für Praktiker beinhalten sowie neue Bereiche für zukünftige Forschung eröffnen.:Acknowledgements 1 Summary (English) 2 Summary (German) 4 List of Contents 7 List of Figures 10 List of Tables 11 1 Psychological Safety in Teams and Organizations 12 1.1 Relevance of the Topic 12 1.2 Research Objectives 13 1.3 Structure of the Dissertation 15 2 Conceptual Clarifications 16 2.1 Psychological Safety in Teams 16 2.2 Definition of Work Teams 17 2.3 Differences Between Psychological Safety and Trust 18 2.4 Measuring Psychological Safety in Teams 19 3 Antecedents, Outcomes, and Boundary Conditions of Team Psychological Safety 24 3.1 Outcomes of Psychological Safety 25 3.2 Antecedents of Psychological Safety 25 3.2.1 Leadership Behavior 26 3.2.2 Relationship Networks 27 3.2.3 Team Characteristics 27 3.2.4 Individual Differences and Perceptions of Organizational Practices 28 3.3 Psychological Safety as Boundary Condition 28 3.4 Evaluation of the Previous Research, Future Directions, and Contributions 29 4 The Current Research 30 4.1 Contributions 30 4.2 Theoretical Framework of the Dissertation 31 4.3 Overview of the Research Program 35 5 Study 1 – About the Buffering Effect of Subgroup Belonging on the Relation Between Task Conflict and Psychological Safety 39 5.1 Introduction 40 5.1.1 Psychological Safety 41 5.1.2 Relationship and Task Conflict in Teams 42 5.1.3 Empirical Findings on Conflict and Psychological Safety 43 5.1.4 Group Faultlines Impact Team Processes 43 5.1.5 Emergence of Subgroups: Leader In-Group and Out-Groups 44 5.1.6 Goals of the Study and Hypotheses 46 5.2 Method 47 5.2.1 Participants 47 5.2.2 Procedure 47 5.2.3 Assessment and Operationalization of the Variables 48 5.3 Results 50 5.3.1 Agreement Between Staff Members 50 5.3.2 Multilevel Model Analyses Predicting Psychological Safety 52 5.3.3 Conflict and Demographic Faultline Strength Predict Psychological Safety 54 5.3.4 Testing for a Cross-Level Interaction: Belonging to the Principal In-Group or Out-Group as Moderator 54 5.4 Discussion 55 5.4.1 Practical Implications 58 5.4.2 Conclusions 58 6 Study 2 – About the Effects of Time, Demographic Faultline Strength, and Deep–Level Group Diversity on the Development of Psychological Safety 59 6.1 Introduction 60 6.1.1 Psychological Safety in Groups – Definition, Important Outcomes, and Antecedents 62 6.1.2 Hypotheses Development – Theoretical Considerations and Empirical Findings 62 6.1.2.1 The Effect of Time on Group Psychological Safety. 63 6.1.2.2 Demographic Faultline Strength Predicts Initial Levels of Group Psychological Safety. 64 6.1.2.3 Deep Level Group Diversity Predict Initial Levels and Changes of Group Psychological Safety. 66 6.1.2.4 Psychological Safety is Related to Group Performance. 69 6.2 Method 70 6.2.1 Participants 70 6.2.2 Team Task and Recruitment of Participants 71 6.2.3 Design and Procedure 71 6.2.4 Measures 72 6.3 Results 74 6.3.1 Data Preparation, Agreement Between Group Members and Data Aggregation 75 6.3.2 Correlations Between Demographic Faultline Strength, Group Diversity Variables, Psychological Safety, and Group Performance 77 6.3.3 Reasoning of Control Variables for the Linear Growth Curve Model 79 6.3.4 Modelling the Effects of Time and Group Diversity on Group Psychological Safety 80 6.3.4 Fitting the Model’s Structure 80 6.3.5 Effects of Time, Demographic Faultline Strength, and Deep Level Group Diversity on Initial Levels and Changes of Group Psychological Safety 82 6.3.6 Replication of the Positive Relation Between Psychological Safety and Group Performance 83 6.3 Discussion 83 6.4.1 Limitations and Future Research 87 6.4.2 Implications 88 6.4.3 Conclusion 89 7 Study 3 – About the Effects of Relative Changes of Psychological Safety over Time on Team Performance 90 7.1 Introduction 91 7.1.1 Psychological Safety in Teams 92 7.1.2 Initial Levels and Changes of Team Psychological Safety Predict Team Performance 93 7.2 Method 97 7.2.1 Participants 97 7.2.2 Team Task and Recruitment of Participants 98 7.2.3 Design and Procedure 98 7.2.4 Measures 100 7.3 Results 101 7.3.1 Agreement Between Team Members and Data Aggregation 101 7.3.2 Clustering Changes of Psychological Safety Within Teams 101 7.3.3 Correlations Between Psychological Safety Trajectory Clusters and Team Performance 102 7.3.4 Initial Levels and Changes of Psychological Safety Predict Team Performance 105 7.4 Discussion 105 7.4.1 Limitations and Future Research 108 7.4.2 Practical Implications 109 7.4.3 Conclusion 110 8 General Discussion 111 8.1 Summary and Integration of Findings 111 8.2 Theoretical Implications 115 8.3 Strength and Limitations 117 8.4 Future Directions 120 8.5 Practical Implications 123 8.6 Conclusion 126 9 Appendix – R-Script for Cluster-Calculation 128 10 Reference List 130 11 Curriculum Vitae 143 12 Scientific Career 146 13 Eidesstattliche Erklärung 149

The thesis deals with the relation between psychological safety at work and the burnout syndrome among social workers providing social or integration services to persons granted international protection. The structure of the main text part of the thesis is divided into the theoretical and empirical part. The theoretical part mostly deals with the definition of psychological safety at work, burnout syndrome and specifics of social work with persons granted international protection. In the empirical part are researched data, gathered from the quantitative survey conducted at the turn of 2020 and 2021, analyzed using the statistical data analysis. A total sum of 52 social workers, providing social or integration services for persons granted international protection in the Czech Republic, participated in the research. To create data the survey consisting of the introductory survey focusing on the attribution data, scale to measure psychological safety and survey Maslach Burnout Inventory measuring the burnout level in three dimensions of the burnout syndrome which are emotional exhaustion, depersonalization and personal accomplishment was used. The research proved the existence of statistically significant negative linear relation between the degree of psychological safety at work and the degree of...

Existentiell hälsa är ett relativt nytt begrepp i Sverige och handlar om vårt sätt attse på och förhålla oss till livet i stort. Trots vissa påvisade hälsoeffekter, harmöjligheten att träna den existentiella hälsan på arbetstid ännu inte nått sammastatus som möjligheten att träna och förbättra den fysiska och psykosocialahälsan.Studiens syfte var att undersöka erfarenheter och upplevda effekter av enarbetsplatsförlagd hälsointervention under en serie av åtta tillfällen, medutgångspunkt i den existentiella hälsoaspekten. Semistrukturerade intervjuergenomfördes med sex informanter som genomgått hälsointerventionen under detsenaste året. Studien är kvalitativ och materialet analyserades med den tolkandefenomenologiska analysmetoden (IPA). Fyra huvudteman identifierades varav detre första kopplas till erfarenheter och det sistnämnda till egenupplevda effekter:Att bli sedd och uppskattad; Vikten av delandet; Existentiell hälsa – en del av migoch Ett nytt förhållningssätt. Resultatet visar på mycket positiva erfarenheter avatt ha blivit sedd som människa mer än som arbetstagare samt en stark gemenskapmed övriga deltagare. Resultaten indikerar en ökad grad av öppenhet och tillit,både till sig själv och till sina kollegor, i takt med träffarna. Detta gav pågruppnivå en upplevd ökad effektivitet i dagliga arbetsuppgifter tack vareförbättrad samarbetsförmåga. På individnivå indikeras en upplevd ökad inrestyrka tack vare starkare självkänsla och integritet. Slutsatsen vi drar av studienär att gruppträning i existentiell hälsa är ett kompletterande verktyg i kampen förförbättrad hälsa, ökad arbetsglädje och effektivitet. / Existential health is a relatively new concept in Sweden and is about our way oflooking at and relating to life in general. Despite some proven health effects, theopportunity to exercise existential health during working hours has not yetreached the same status as the opportunity to exercise and improve physical andpsychosocial health.The purpose of the study was to investigate experiences and perceivedeffects of a workplace-based health intervention over a series of eight occasions,based on the existential health aspect. Semi-structured interviews were conductedwith six informants who had undergone the health intervention during the pastyear. The study is qualitative and the material was analyzed using the interpretivephenomenological analysis method (IPA). Four main themes were identified, ofwhich the first three are linked to experiences and the latter to self-perceivedeffects: Being seen and appreciated; The importance of sharing; Existential health- a part of me and A new approach. The results show very positive experiencesof having been seen as a human being more than as an employee and a strongcommunity with other participants. The results indicate an increased degree ofopenness and trust, both to oneself and to one's colleagues, during the meetings.At a group level, this resulted in a perceived increase in efficiency in daily tasksthanks to improved collaboration skills. At the individual level, a perceivedincreased inner strength is indicated thanks to stronger self-esteem and integrity.The conclusion we draw from the study is that group training based on existentialhealth is a complementary tool in the fight for improved health, increased jobsatisfaction and efficiency.

No description available.

Organizational change and innovation are critical for business survival and more likely to occur when employees engage in change-oriented behaviors. Previous studies have examined the direct effects of workplace social exchanges on employees’ change-oriented behaviors; however, less attention has been given to the combined effects of these exchanges and the mechanisms by which these relationships occur. In this study, I look at the combined effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors via psychological safety. In addition, based on the understanding that psychological safety is not always present in the work environment, I look at the conditions under which these workplace social exchanges lead to the aforementioned behaviors even when psychological safety is low or absent. Therefore, the purpose of this dissertation is three-fold: (1) to explore the combined effects of leader-member exchange, trust in team members, and perceived organizational support in improving followers’ psychological safety within the organization, (2) to investigate the mediating role of psychological safety on the relationships between workplace social exchanges and followers’ change-oriented behaviors, and (3) to expand on previous findings and examine the conditions under which these social exchanges and psychological safety lead to followers’ change-oriented behaviors. Specifically, I propose and test a theoretical model derived from social exchange theory to examine conditional indirect effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors through psychological safety within the organization, and to examine the role of proactive personality, political skill, perceived team social integration, perceived support for innovation and perceived organizational justice as second stage moderating variables that may compensate for low psychological safety within the organization. My theoretical model was tested using lagged data collected from leader-follower dyads representing 174 followers and 85 leaders from four organizations located in the United States. To test this theoretical model, I used a quantitative non-experimental research design, a survey method, and multilevel analytical procedures.