Past research suggests that task conflict may improve team performance under certain conditions; however, we know little about these specific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance. Using evidence from 117 project teams, the present research found that psychological safety climate moderates the relationship between task conflict and performance. Specifically, task conflict and team performance were positively associated under conditions of high psychological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams. Theoretical implications and suggestions for future research are discussed.

Researchers in leadership have long recognized the important role of leaders in developing the competencies of followers. More recently, however, scholars have begun to emphasize the pivotal role of followers in the development of leaders. We use constructive developmental theory (e.g., Kegan, 1982;Loevinger & Blasi, 1976) to suggest that both leaders and followers influence the development of the meaning making systems of their counterparts in leader-follower dyads. We argue that a combination of challenge -in the form of delegation, participation, and feedback -and support -in the form of positive leader-follower relationships -works to promote the development of more complex meaning making systems in leaders and followers, thus enriching both individuals in the dyad.

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