Within the growing literature on team leadership, there is a lack of understanding which leadership process may be most reflective of intratsk leadership. In study 1, I explored leadership behaviors throughout the operating team's OR tasks and if a shared leadership approach is related to psycho-social attitudes and performance of the team. I also investigate surgical teams' engagement in safety related behaviors and if these are related to the team's workflow disruptions. As an exemplar environment, I chose to observe these dynamics in the operating theater, which is a high-stakes environment that necessitates the team to use both technical and non-technical skills. In study 2, I investigate whether a brief targeted leadership coaching sessions with residents in a simulated environment results in different (increase or decrease) leadership behaviors at an interval of 6 months. Multiple hypothesized models were tested in Study 1. The results of model 1 show that psychological safety and team trust are significantly correlated to each other (r=.704, p= <.001). The results show that psychological safety (β= -.505 p=.049) is related to performance (time of patient on bypass), while team trust (β= .177 p=.303) does not predict performance. The results of model 2 show that more extensive shared leadership behaviors are not significantly correlated with psychological safety (r=.087 p=.250) and performance (r=-.085, p =.295); however, the results show that there is a significant correlation with shared leadership and team trust (r=.260 p =.023), indicating that a more extensive shared leadership approach is related to higher team trust in a surgical team. The results of model 3 show that the length of the time-out (a safety critical behavior) does not mediate the relationship between perceptions of the usefulness of the time-out and frequency with which the circulating nurse leaves the operating room (OR). However, there is a strong relationship between the perceptions of the time-out and the number of times the circulating nurse leaves the OR (β = -.425, p<.001), indicating that for every unit increase in the perceptions of the usefulness of the time-out, the nurse leaves the OR .45 fewer times. In study 2, a paired sample t-test was conducted to understand if leadership behaviors post-coaching session are more frequent than pre-coaching session. The results show that there is no significant difference in the frequency of leadership behaviors at time 1 (M =.113, SD=.040) and the leadership behaviors at time 2 (M= .127, SD= .041); t (6)= -1.216, p = .270. / Doctor of Philosophy / Within the growing literature on team leadership, there is a lack of understanding which leadership process may be most reflective of intratsk leadership. In study 1, I explored leadership behaviors throughout the operating team's OR tasks and if a shared leadership approach is related to psycho-social attitudes and performance of the team. I also investigate surgical teams' engagement in safety related behaviors and if these are related to the team's workflow disruptions. As an exemplar environment, I chose to observe these dynamics in the operating theater, which is a high-stakes environment that necessitates the team to use both technical and non-technical skills. In study 2, I investigate whether a brief targeted leadership coaching sessions with residents in a simulated environment results in different (increase or decrease) leadership behaviors at an interval of 6 months. Multiple hypothesized models were tested in Study 1. The results of model 1 show that psychological safety and team trust are significantly correlated to each other. The results show that psychological safety is related to performance (time of patient on bypass), while team trust does not predict performance. The results of model 2 show that more extensive shared leadership behaviors are not significantly correlated with psychological safety and performance; however, the results show that there is a significant correlation with shared leadership and team trust, indicating that a more extensive shared leadership approach is related to higher team trust in a surgical team. The results of model 3 show that the length of the time-out (a safety critical behavior) does not mediate the relationship between perceptions of the usefulness of the time-out and frequency with which the circulating nurse leaves the operating room (OR). However, there is a strong relationship between the perceptions of the usefulness of the time-out and the number of times the circulating nurse leaves the OR, indicating that for every unit increase in the perceptions of the usefulness of the time-out, the nurse leaves the OR .45 fewer times. In study 2, a paired sample t-test was conducted to understand if leadership behaviors post-coaching session are more frequent than pre-coaching session. The results show that there is no significant difference in the frequency of leadership behaviors at time 1 and the leadership behaviors at time 2.

No / Purpose- Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment, and decent work for all. Therefore, this study explores how responsible leadership ensures a psychologically safe workplace for everyone, leveraging employee-oriented human resource management. Specifically, drawing on signalling theory, this study aims to examine the impact of responsible leadership on employee-oriented HRM and the subsequent effect of employee-oriented HRM on employees' psychological safety. Furthermore, it investigates the mediating role of employee-oriented HRM in the relationship between responsible leadership and psychological safety. Design/methodology/approach- Data was collected from banking professionals through a survey questionnaire. A total of 270 samples were collected using both online and face-to-face data collection strategies. The data was analysed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach. Findings- The findings reveal that responsible leadership significantly ensures employee-oriented HRM, which subsequently enhances employees' psychological safety. Further, the results suggest that employee-oriented HRM acts as a mediator between responsible leadership and psychological safety. Originality/value- Past studies have often emphasized HRM practices as antecedents of various attitudes and behaviours. The present study offers a novel contribution by conceptualizing and empirically validating employee-oriented HRM as a mechanism that links responsible leadership and psychological safety. It stands as the first of its kind to establish this significant relationship, shedding new light on the dynamics between responsible leadership, HRM practices, and employees' sense of psychological safety.

In 1844, Mormon Church leader Joseph Smith and others acted against disparaging media coverage by destroying the printing press of the Nauvoo Expositor . Today, the Church reacts differently to disparaging media such as purchasing full-page ads in the playbills of the controversial Broadway musical, “The Book of Mormon;” telling viewers now that they have seen the musical, they should read the book, because the book is always better. The ads include an offer for a free Book of Mormon. Clearly something has changed. This paper demonstrates that the Mormon cartoon books of Calvin Grondahl and Pat Bagley, published from 1978 to 1987, had a significant impact on the general membership of the Church and were influential in changing the Church's negative, guarded stance to a more positive, transparent one which is manifest in the Church's recent approach to dealing with disparaging media coverage. These cartoon books had short-term and long-term positive affect on the Church's general membership which served to decrease situational stress while increasing creativity in dealing with this stress. Using the humor models put forth by Eric J. Romero and Anthony Pescosolido in their 2008 study and Christopher Robert and James E. Wilbanks in their 2012 study this paper suggests that the psychologically-safe, humor-supportive environment created by the Mormon cartoons books of Grondahl and Bagley helped the general membership of the Church cope with tension caused by negative media content and facilitated risk-taking behaviors that have led to a creative opportunistic approach to disparaging media. Furthermore, this case study of Mormon humor demonstrates the efficacy of the humor models put forth by Romero, Pescosolido, Robert and Wilbanks and expands their findings by showing that the additional humor events spawned by the initial event are multi-faceted and much more complex than was implied in the studies.

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Given that causal attributions of errors contain different motivational and behavioral implications for learning from errors, it is highly relevant for organizations to thoroughly understand the factors that promote functional attributions. This study set out to investigate whether perceived psychological safety is an antecedent of functional and dysfunctional causal attributions of errors and whether this association is mediated by error orientation. A total of 148 German and Swedish working students served as a convenience sample for the current cross-sectional survey study. Participants answered an online survey measuring their perception of psychological safety, error orientation, and causal attributions of errors. Partial correlation analysis, hierarchical multiple regression, and hierarchical binary logistic regression were performed to analyze the data. It was found that perceived psychological safety negatively predicted the orientation toward covering errors as well as the avoidant error orientation, whereas it did not predict the learning from errors orientation. No evidence of error orientation being related to causal attributions of errors, nor a direct or indirect link between perceived psychological safety and causal attributions was found. The results imply that organizations benefit from creating a psychologically safe work environment in that it reduces the counterproductive error orientations.

The fact that every organization is confronted with errors necessitates a thorough understanding of the factors that encourage employees to engage in behaviors that promote learning from errors. Putting reflective activity and two types of feedback seeking into the center of attention, this study addresses the question of whether perceived psychological safety indirectly relates to these behaviors through error orientation. A cross-sectional survey study was conducted on a convenience sample of 154 German and Swedish working students. Participants completed an online survey of their perception of psychological safety, attitudes and reactions toward errors, engagement in reflective activity, and the reasons for seeking feedback, all referring to the work context. The data was analyzed by means of a partial correlation analysis as well as a path analysis to examine the mediating effect of error orientation. However, the parameter estimates of the latter could not be interpreted due to a poor model fit. The results suggest that perceived psychological safety mitigates both the orientation toward covering errors and the avoidant error orientation, while it does not promote the learning from errors orientation. Some support is provided for the three error orientations to differentially relate to reflective activity and the two types of feedback seeking. The results imply that organizations are well advised to cultivate a psychologically safe climate in order to reduce negative attitudes toward errors. The question of whether perceived psychological safety is indirectly relevant for error-related learning behaviors through error orientation remains unresolved though and awaits further research.

Implementing cultural change is a huge project for any company. Not only is it time consuming, there are also many factors that determine the success of a cultural change. This study aims to explore a number of these success factors from a social perspective of sustainability, in particular the employees’ perspective. The employee’s psychological perspective is more difficult to expose compared to the economic and environmental perspectives, because it has a qualitative nature and cannot be easily captured in quantitative models. However, this does not make the employees’ psychological perspective less important. Recent studies show that psychological safety supports the individual learning process and creates an openness and motivation for change. Results of this study show that a stronger sense of psychological safety can be created by a positive atmosphere among colleagues, a high level of trust, supportive leader behaviors, and systems that facilitate efficient information and knowledge sharing. Furthermore, the study contributes to the field of organizational theory by investigating the role, effect and perception of psychological safety within one multinational company.

Thesis advisor: Judith Vessey / Purpose: The purpose of this study was to explore the relationships between psychological safety, perception of working in a high reliability organization (HRO) and safety event reporting intentions among pediatric nurses working in acute care. Background: The quality and safety of patient care is dependent upon nurses to report safety events and near-misses in order to address systems’ issues and identify improvement opportunities. To encourage feedback and promote reporting, many health care organizations have adopted the high reliability framework and strategies to promote team psychological safety. A dearth of literature exists on how the pediatric nurse perceives their workplace. This study addressed this gap by measuring the pediatric nurse’s level of psychological safety, perception of whether or not they work in an HRO and their safety event reporting intentions. Methods: Using nonprobability convenience sampling, data were collected from pediatric nurses (N=244) during a one-time, anonymous, 10-minute web-based survey. The survey was distributed to members of the Society of Pediatric Nurses (SPN) and by members of the National Pediatric Nurse Scientist Collaborative (NPNSC) to their respective constituent groups. The online survey comprised of four sections: a demographic form, the Safety Organizing Scale (SOS), the Team Psychological Safety Scale, and the Intention to Report Safety Events Scale. A two-part statistical model was fit using logistic regression and linear regression. Results: Psychological safety was found to have a positive and statistically significant relationship with Intention to Report Safety Events Scores (p<0.01; β=0.274). The findings also revealed that when all other variables were excluded from the statistical model, a positive and statistically significant relationship between HRO perception and safety event reporting intentions (p=0.034) existed. The logistic regression model revealed that the odds of a pediatric nurse achieving the highest safety reporting intention score of 7 increased by a factor of 0.3 with each additional year of practice. Conclusions: The findings demonstrated that a nurse’s perception of whether they work in a high reliability setting and how psychologically safe they feel profoundly effects their attitude towards safety event reporting. This work advances the state of the science by demonstrating how workplace culture, and specifically psychological safety and the HRO framework, influences reporting intentions. The information gained from this study will be useful to organizational leaders and professional groups who seek to improve patient safety reporting systems, communication strategies and existing workplace cultures. / Thesis (PhD) — Boston College, 2022. / Submitted to: Boston College. Connell School of Nursing. / Discipline: Nursing.

Det föränderliga samhället har lett till att organisationer präglas av flexibilitet och oförutsägbarhet. Det har lett till ett förändringstryck, där förändring har blivit det nya normaltillståndet för organisationer. Behovet av en lyckad förändringsledning har aldrig varit större. För att tackla denna föränderlighet krävs det att organisationer framgångsrikt implementerar strategier och metoder för effektiv förändring och skapa organisatoriska förutsättningar för chefer att leda ett förändringsarbete. Eftersom mellanchefer visar sig ha stor betydelse för medarbetares engagemang och syn på förändring, är deras roll viktig i arbetet med förändring. Syftet med studien var att, ur ett chefsperspektiv, undersöka och analysera Norrpilens organisatoriska förutsättningar avseende motivation, delaktighet, kommunikation och information samt trygghet för ett strategiskt förändringsarbete. Genom kvalitativa intervjuer har problemområdet undersökts i syfte att skapa en djupare förståelse om chefernas upplevelser att leda ett förändringsarbete. Av resultatet framkom att kommunikation, information och delaktighet i relation till varandra är grundförutsättningar för att chefer ska känna sig motiverade och trygga i det strategiska förändringsarbetet. Studien bidrog därmed med kunskap om vilka förutsättningar chefer behöver för att leda ett strategiskt förändringsarbete samt vilka förutsättningar Norrpilen behöver utveckla och skapa till framtida förändringsarbeten.

The success of numerous organisations nowadays, especially in the IT sector, is closely connected with project success. Project managers can influence and determine how a project is run and its overall success, as it has been well established throughout the literature. Psychological safety has also been found to affect different organisational aspects, including project success. Nevertheless, there needs to be more research regarding this topic in the leadership literature, especially in the information technology and systems domain. This study investigates how different leadership styles, and their behavioural characteristics can affect team members' psychological safety in IT project teams. Thus, the study was formulated around the following research questions: “What are the most commonly used leadership styles in IT Project Management?” and “How do the different leadership styles impact employees' psychological safety?”. In order to gain a better understanding and utilise each method’s advantages (qualitative and quantitative), a mixed-method approach has been chosen, with the use of a survey to gather empirical data. Throughout the study, we obtained 47 responses regarding the questionnaire from members of IT project teams, and 9 semi-structured interviews were conducted with the project managers/team leadersfrom those respective teams. The results indicated that IT project teams are led mainly by individuals who present characteristics of agile and democratic elements in their style. Furthermore, these leadership styles have also been found to favour team psychological safety by promoting a climate that values trust and cooperation. The study contributes to the existing literature in the fields of project management and psychological safety and provides practical implications for leaders and organisations within the IT sector. Since the study was limited to only a few IT project teams and organisations, it can serve as a starting point for future research that could further investigate the relationship between leadership and psychological safety and help practitioners better capitalise on the benefits of effective leadership.