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This paper aims to analyze the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediating role of team environment of psychological safety and trust.

The participants in this study were 60 team leaders and 300 team members’ working in different Overseas Employment Promoters Agencies (OEPA) at Islamabad region, Pakistan. In addition to the authentic leadership of their supervisors, employees reported their perception of being psychologically safe and in the environment of team trust at work, whereas supervisors rated employee’s creativity at work areas. Confirmatory factor analysis (CFA) was carried out using structural equation modelling (SEM) for validation of results among the variables.

The major findings of the study were (a) authentic leadership positively predicted knowledge sharing and employees’ creativity through the mediator’s role of team environment (psychological safety and team environment of trust), and (b) team environment of psychological safety and team environment of trust affected both the knowledge sharing and employee’s creativity.

Authentic leadership has to be synergized with environment of psychological safety and team environment of trust, to enhance employees’ creativity. The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.

This is one of the first studies to empirically examine the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediator role of team environment of psychological safety and trust in OEPA in Pakistan.

The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that the link between trust in top management and work engagement will be mediated by organizational identification whereas the relationship between trust in team members and work engagement will be mediated by team psychological safety.

Survey data were collected from 170 research scientists, drawn from six Irish science research centres. Structural equation modelling was used to test the direct and mediating effects.

Results revealed that as hypothesised, organizational identification and team psychological safety fully mediated the effects of trust in top management and trust in team members on work engagement respectively.

The cross‐sectional research design and the use of self‐reported data are the main limitations of this research. Additionally, the team psychological safety scale exhibited a relatively low reliability and, therefore, the results should be viewed with caution. Limitations aside, this study demonstrates that science researchers' trust in top management and their fellow team members is likely to be an important driver of work engagement.

This is the first study which has empirically established a link between work engagement and two distinct forms of trust. In addition, it also uncovers the psychological processes through which researchers' trust in top management and their team members can influence work engagement.

The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.

Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.

Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.

Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.

This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al., 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.

The purpose of this study is to explore how integration teams can build trusting relationships in component teams to enhance their leadership capability within multiteam systems to achieve common superordinate goals. The study investigates how an integration team diagnoses contextual dynamics to enhance understanding of goals in component teams and spans boundaries to create trusting relationships.

The proposed model was tested by surveying 396 respondents nested within component teams working within five South African manufacturing companies. Structural Equation Modeling was used to analyse the data.

The study reveals that by diagnosing the contextual dynamics within a multiteam system and through boundary spanning, an integration team builds trusting relationships, which will, ultimately, enable teams to achieve common superordinate goals.

This study offers organisations insights into how multiple component teams of different functional disciplines can work effectively towards achieving an overall or common superordinate goal. It offers insights on how to mitigate misalignment challenges by implementing an integration team within the multiteam system context.

Research participants were employees within a manufacturing context, which sets this study apart from many previous ones conducted in a simulated environment within a military context. The study investigates building trusting relationships among multiple component teams within a multiteam system through the implementation of an integration team, which has not been specifically addressed in previous studies.

This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to influence team outcomes, little is known about how it influences them. Integrating the social constructionist and social psychology perspectives, this study argues that CCE ignites a climate of psychological safety resulting in “joint-action” necessary for positive team outcomes.

Survey data were collected from 301 team members from US firms operating in different industries. Data were analyzed using SmartPLS.

The study establishes CCE as an antecedent to psychological safety and demonstrates that psychological safety mediates the relationship between CCE and team effectiveness.

This is one of the initial studies to show how verbal behaviors socially construct team dynamics in the shape of psychological safety to influence team outcomes. In doing so, the authors advance the theory pertaining to the role of social exchanges in team processes and outcomes.

The results provide insights on how managers can improve team outcomes by influencing the conversational environment of the team to elicit feelings of psychological safety. The results also suggest that managers must focus on relational outcomes as well, along with performance outcomes.

From a social constructionist perspective, team development is built upon the verbal behaviors of the members as they pursue tasks. However, the extant group dynamics literature undervalues conversations’ role in team processes and outcomes. This is the first study that examines the link between a team's conversational environment, psychological safety and team outcomes.

The purpose of the study is to investigate the psychological safety, organisation support and emotion in the workplace during the transition from office to home working during the COVID-19 pandemic crisis. Past studies on emotion in the workplace mostly focus on types of discreet emotion, in relation to positive and negative emotions (e.g. Connelly and Torrence, 2018; Rubino et al., 2013). Other studies reported that emotions are derived from social comparison processes (Matta and Dyne, 2020). During a crisis, the emotional responses of the workers and organisational support to the different group of employees differ due to the social exchange relationship. Hence, this study contributes to the field of organisational support by examining the organisational support as the investment of both physical and psychological resources, and the emotional responses of employees to the COVID-19 pandemic crisis during transition from office to work-from-home setting. Through thick descriptions of the workers' emotion responses to this transition, the research examined how organisational support potentially impacts the worker's experience of psychological safety.

The study was conducted in the Singapore context. In light of the COVID-19 pandemic, the Singapore Government imposed regulatory restrictions, the “Circuit Breaker” from April 7 2020 to curb the spread of the virus infections. Most workplaces from the public service agencies to the private enterprises implemented work from home arrangements for most of the employees. The data were generated from an online survey that included self-reported text-based narratives in response to open-ended questions. Open-ended questions effectively allowed respondents to define the real-world situation in their perspectives. Salaried workers from both the public and private organisations were invited to take part in this research. Respondents comprise full-time, part-time and contracted employees from the diverse sectors. The final sample size of 131 respondents was used. A qualitative data analysis was employed to gain deeper insight into the workers' emotional reactions, including their personal experiences of organisational support and psychological safety, during the transition from office to work from home setting.

The qualitative examination, through thematic coding, reveals the phenomenon of emotion triggered by social comparison emotion and critical socio-emotional resources (i.e. task, flexibility, communication, health and safety and social support) during a health crisis. Specifically, the employees' emotional reactions were elicited from the perceived organisational support, in how organisation cares for their well-being and work contributions and, in turn, influence the psychological safety. For example, the approach of the online communication (as a form of organisation support) practised by the managers has implications on the different levels of psychological safety experienced by the employee. In addition, emotional resources can be interpreted as organisation support. The findings revealed that emotions such as anxiety, stress, unfairness, inferiority and vulnerability are triggered by perceived inequity and comparison with the decisions or resources of the referent others of higher level such as the management (upward social comparison emotion). On the other hand, the emotions of pride, empathy, shared goals and support are generated by the care, collective interest and comparison of the referent others of lower level such as the subordinate (downward social comparison emotion). This study adds theoretical depth to the phenomenon of socio-emotional resources and the implications of psychological safety and organisational support of different work groups in the organisation.

The practical implications contribute to human resource management practices to understanding the socio-emotional resources of the core and periphery groups. It is imperative for organisation to exercise equity in the allocation of resources and treatment between different groups (core and periphery). The implications of this study show the phenomenon of emotional responses arise from comparison within groups linking with perceived fairness. The managerial decisions and supervisor management style are key factors in promoting healthy emotion and psychological safety. Management style such as micromanagement and control were not favourable among employees, and autonomy, trust and empathy resonate with employees. During a crisis and major workplace changes, demonstrating employee care through feedback, timely and specific information sharing and participatory form of communication contribute to the positive perception of procedural and interactional fairness. In the initial phase of workplace change amid crisis, some element of control is inevitable. Supervisor support may come in the form of open communication in conveying the rationale for the need to exercise control in one process and flexibility may be accorded in another task. The empowerment of workplace decisions, open communication in shared goals and assurance and trust are critical in enhancing a high psychological safety.

This study examines the roles of emotion, psychological safety and organisational support among different groups of workers (full-time, part-time and contracted employees) in the context of COVID-19 pandemic. There has been scant study in examining the core and periphery groups relating to these research topics. The findings in this study reveal the phenomenon of emotions triggered by social comparison during the workplace changes and the display of different socio-emotional resources within groups. This qualitative research supported the past studies that autonomy in decision-making, supervisor support, employee care and trust affect psychological safety.

Based on social influence theory, this paper aims to explore the influence of academic entrepreneurs on team innovation activities. The innovation behavior of academic team members is the key behavior in academic entrepreneurial activities. As a special entrepreneurial group, academic entrepreneurs' political skills play an important role in stimulating team innovative behaviors.

This paper adopts a multi-level study design and takes as samples the paired data of 91 academic entrepreneurial teams (n = 475). Based on team cognition, it constructs a model of the influence mechanism of academic entrepreneurs' political skills on team innovation behavior and explores the mechanism of transactive memory system in this influence effect. The authors use HLM and PROCESS macro to test our multilevel model.

The results show that academic entrepreneurs' political skills positively impact team innovation behavior, and a transactive memory system plays a mediating role between them. Team psychological safety significantly enhances the positive relationship of both academic entrepreneurs' political skills and a transactive memory system with team innovation behavior. Moreover, with enhanced perceptions of team psychological safety, academic entrepreneurs' political skills are more likely to improve team innovation behavior through the transactive memory system.

The study explores the influence of transactive memory system on the relationship between academic entrepreneurs' political skills and team innovation behavior, with the team cognitive perspective derived from social influence theory. This provides authors with new insights on the complex dynamics at place in the team innovation process and offers implications for how we can fruitfully manage this process.

Effective inter-organisational relationships are key to engendering innovation and ensuring the successful delivery of infrastructure projects. Relationship-based contracts are thus widely used to stimulate best-for-project ideals and attenuate the otherwise adversarial relationship that often exists between clients and contractors. This study examines the effectiveness and limitations of a project facilitation model as coaching tool for developing conducive inter-organisational relationships for construction project delivery.

The study adopts a case-study approach using evidence from triangulated data sources of focus group workshops, semi-structured interviews and document analysis.

(1) The facilitation model enabled an environment for psychological safety to be developed, which engendered a platform for effective cooperation for problem-solving and achieving quasi best-for-project ideals. (2) The model provides the mechanism to develop team behaviours that support enhanced performance and create an environment less adversarial and more collaborative than traditional contracting.

The novelty of this research is that relationship-based principles have been utilised as part of a traditional design-bid-build contract with lump-sum payment arrangements.

Psychological safety climate has been commonly conceptualized as a facilitative team property. Despite the literature review and meta-analysis conducted recently, little is known about the potential dark side of psychological safety climate. The purpose of this paper is to develop a theoretical framework to advance our understanding of both the bright and dark sides of psychological safety.

Drawing on extant theories and previous literature, the authors propose a conceptual framework of the mechanisms and boundary conditions underlying the relationship between psychological safety climate and dysfunctional team behavior.

The authors propose that the relationship between psychological safety climate and dysfunctional behaviors in the team is directly contingent on psychological safety climate strength, and indirectly contingent on task interdependence, group faultlines, group conflict asymmetry and team power distance differentiation.

First, the authors attempt to expand psychological safety climate literature by considering its potential damaging outcomes. Second, they contribute to the theory of psychological safety climate by suggesting a theoretical model consisting of the boundary conditions wherein psychological safety climate could reduce team effectiveness. Finally, the authors incorporate climate strength into the psychological safety literature to probe the antecedents of psychological safety climate strength and when it matters to the subsequent negative outcomes.

In a knowledge-based economy, employees’ perception of psychological safety in their wok unit is critical for group conflict. The purpose of this study is to investigate the mediating role of psychological safety between the predictors (i.e. organizational trust and empowering leadership) and the outcome variable, group conflict.

Data was drawn from 633 employees from a global automobile company headquartered in South Korea. Construct validity of the measurement model was examined using a confirmatory factor analysis. The hypothesized model was tested by a structural equation modeling and the bootstrap analysis.

Organizational trust and empowering leadership accounted for 68% of the variance in employees’ psychological safety. The three antecedents (i.e. organizational trust, empowering leadership and psychological safety) explained 20% of the variance in group conflicts. Psychological safety significantly and fully mediated the relationship between organizational trust and group conflict and the relationship between empowering leadership and group conflict.

Human resources and organization development professionals can help employees feel more psychologically safe in an organization by developing empowering leaders and making more trustworthy organizational culture. When employees perceive a high level of psychological safety, they are likely to feel less conflict in their team.

This study examined the antecedents and consequences of psychological safety of knowledge workers in a non-Western cultural context. Psychological safety played a pivotal role as a mediator. To the best of the authors’ knowledge, this is the first study that empirically found the direct link between organizational trust and psychological safety and the relationship between empowerment leadership and psychological safety.