The Relationship between Psychological Safety and Management Team Effectiveness: The Mediating Role of Behavioral Integration

Abstract

This study explores whether there is an indirect effect of psychological safety on team effectiveness in management teams, operating through the mediating variable of behavioral integration. Whilst there exists a fair amount of research on the relationship between psychological safety and team effectiveness, few have looked at potential mechanisms that can explain this association in management teams. We propose behavioral integration to be a potential mediator. Data are collected from 1150 leaders in 160 Norwegian management teams, answering a questionnaire measuring team functioning and effectiveness. Team size ranged from 3 to 19 members. Our results show a significant indirect effect of psychological safety on management team effectiveness, mediated by behavioral integration. Thus, the more team members perceive the climate as safe in terms of speaking their mind without the fear of repercussions, the more they partake in mutual collaboration, information sharing and experience ownership in the decisions being made. This is associated with management teams performing better. We also found a positive relationship between psychological safety and behavioral integration, and—in line with previous studies—that psychological safety and behavioral integration both were positively related to team effectiveness. This study adds to the existing team research literature by expanding our knowledge about the importance of psychological safety and the way it influences management team performance at all levels throughout the organizational hierarchy.