@article{ref1,
title="How psychological safety affects team performance: mediating role of efficacy and learning behavior",
journal="Frontiers in psychology",
year="2020",
author="Kim, Sehoon and Lee, Heesu and Connerton, Timothy Paul",
volume="11",
number="",
pages="e1581-e1581",
abstract="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.<p /> <p>Language: en</p>",
language="en",
issn="1664-1078",
doi="10.3389/fpsyg.2020.01581",
url="http://dx.doi.org/10.3389/fpsyg.2020.01581"
}