Leader competencies for building psychological safety in hybrid teams: A South African FMCG sector study

Abstract

Purpose: Psychological safety has attracted a fair amount of research in recent years, with most scholars focusing on its importance in driving team performance. Little attention, although, has been given to how leaders build an environment of psychological safety, especially in hybrid work teams in organisations, which have become popular since the coronavirus disease 2019 pandemic. This study aimed to explore how leaders create a psychologically safe environment for hybrid work teams, including the required leader competencies.

Design/methodology/approach: This was a cross-sectional qualitative study in which 20 managers from 13 multinationals in the fast-moving consumer goods sector were interviewed to share their views on how they built psychological safety, and the leader competencies needed to create such an environment for hybrid work teams.

Findings/results: While managers are generally aware of the importance of psychological safety in their organisations, the latter has not been given the priority attention it deserves. It should be a strategic imperative to ensure that leaders develop the competencies (such as emotional intelligence and accountability) needed to create and maintain a psychologically safe environment.

Practical implications: Building on Edmondson’s framework, the study contributes a three-phase framework to guide leaders in creating a psychologically safe environment in which hybrid work teams can thrive.

Originality/value: Whereas most previous studies on psychological safety have been conducted in relation to traditional teams, this study extends the application of psychological safety theory on hybrid work teams.