Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

“…Consistent with prior research (Bradley, Postlethwaite, Klotz, Hamdani, & Brown, 2012;Edmondson, 1999;Hirak, Peng, Carmeli, & Schaubroeck, 2012), psychological safety climate is conceptualized as a group level variable which describes the extent to which group members share a belief that it is safe to engage in risky behaviors such as questioning current practices without retribution or negative consequences. Residing in the same social system (the group) and being influenced by the same structural source, group members develop perceptions of their shared experience leading to a shared belief (Walsh, 1995).…”

“…Liao & Chuang, 2007;Walumbwa et al, 2010). Similarly, in search of antecedents of psychological safety, researchers have shown that team leaders' coaching (Edmondson, 2003), behavioral integrity (Leroy et al, 2012), supervisory support (May, Gilson, & Harter, 2004) and being available and accessible to all team members (Hirak et al, 2012) enhance employees' perception of psychological safety. In line with prior research this paper examines whether transformational leadership fosters a psychological safety climate.…”

“…In a psychologically safe environment, employees should be able to 'employ one's self without fear of negative consequences to self-image, status or career' (Kahn, 1990 : 708). They are less likely to refrain from self-expressing, taking initiatives, discussing failures or problems (Hirak et al, 2012) and presenting new ideas (West, 1990). Furthermore, they are more likely to be charged with positive energy and vitality (a state that individuals experience positive energy and aliveness) (Kark & Carmeli, 2009) and become physically, cognitively and emotionally involved.…”

The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals

“…To date, the literature on HR practices has evolved separately from that on distributed leadership, with little synergy between the two. Acquirer leadership (Bass, 1985, Pawar and Eastman, 1997, Conger and Kanungo, 1998, Waldman and Yammarino, 1999, Judge and Piccolo, 2004, Nemanich and Keller, 2007, Sosik and Dinger, 2007 can moderate the effect of formalized HR practices on organizational ambidexterity in the post-acquisition period (Kaplan andKaiser, 2003, Hirak, Peng, Carmeli andSchaubroeck, 2012).…”

The Management Education based on Online Informal Learning Technology

“…The paper think that the given method represents a synthesis of the two main knowledge perspectives in project researchexplicit'known ' knowledge and experiential 'knowing' knowledge [6]. According to the paper by Tjosvold et al [7], learning from mistakes means knowing effects and reflecting on results of actions so as to low the possibilities of their future occurrence. Similarly, Hirak et al [8], thought that "learning from failures occurs when unit members reflect on a failed experience, openly discuss why it occurred, and identify the work patterns that need be modified or changed in order to eliminate the root cause of the problem".…”