How Psychological Safety Affects Team Performance: Mediating Role of Efficacy and Learning Behavior

• Main Authors: Sehoon Kim, Heesu Lee, Timothy Paul Connerton
• Format: Article
• Language: English
• Published: Frontiers Media S.A. 2020-07-01
• Series: Frontiers in Psychology
• Subjects: team psychological safety; team learning behavior; team efficacy; team effectiveness; organizational learning; full mediation effect
• Online Access: https://www.frontiersin.org/article/10.3389/fpsyg.2020.01581/full

This article examines the mechanisms that influence team-level performance. It investigates psychological safety, a shared belief that the team is safe for interpersonal risk taking and a causal model mediated by learning behavior and efficacy. This model hypothesizes that psychological safety and efficacy are related, which have been believed to be same-dimension constructs. It also explains the process of how learning behavior affects the team’s efficacy. In a study of 104 field sales and service teams in South Korea, psychological safety did not directly affect team effectiveness. However, when mediated by learning behavior and efficacy, a full-mediation effect was found. The results show (i) that psychological safety is the engine of performance, not the fuel, and (ii) how individuals contribute to group performance under a psychologically safe climate, enhancing team processes. Based on the findings, this article suggests theoretical and methodological implications for future research to maximize teams’ effectiveness.