Psychological Safety Comes of Age: Observed Themes in an Established Literature
Open accessAbstract
Since its renaissance in the 1990s, psychological safety research has flourished—a boom motivated by recognition of the challenge of navigating uncertainty and change. Today, its theoretical and practical significance is amplified by the increasingly complex and interdependent nature of the work in organizations. Conceptual and empirical research on psychological safety—a state of reduced interpersonal risk—is thus timely, relevant, and extensive. In this article, we review contemporary psychological safety research by describing its various content areas, assessing what has been learned in recent years, and suggesting directions for future research. We identify four dominant themes relating to psychological safety: getting things done, learning behaviors, improving the work experience, and leadership. Overall, psychological safety plays important roles in enabling organizations to learn and perform in dynamic environments, becoming particularly relevant in a world altered by a global pandemic.
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Employees who perceive a psychologically safe environment experience lower perceived interpersonal risks, making them more likely to engage in prohibitive voice.
“Employees who perceive a psychologically safe environment experience lower perceived interpersonal risks, making them more likely to engage in prohibitive voice53,54.”
From Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences (2025) · cites this paper as [54]
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Psychological safety and patient safety: A systematic and narrative review
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A Graduate Student’s Mentorship Pedagogy for Undergraduate Mentees
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Conceptual Approaches and Methods of Psychological Security Diagnostics Abroad
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Examining How Psychological Safety Consensus Emerges Over Time
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Workarounds and shadow IT – balancing innovation and risk
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Disconnected Workers: Can Digital Voice Fill the Gap?
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We Need to Talk: Advancing Open Inquiry
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Performance safety: conceptualising psychological safety when errors have consequences
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- Authors
- Edmondson, A. C., & Bransby, D. P.
- Affiliations
- Harvard University (US)
- ORCID
- Edmondson, Amy C.
- Venue
- Annual Review of Organizational Psychology and Organizational Behavior
- Publisher
- Annual Reviews
- Published
- 2023-01-23
- Volume
- 10
- Issue
- 1
- Pages
- 55-78
- ISSN
- 2327-0608 (ISSN-L)
- 2327-0616
- OpenAlex
- W4308945923
- Semantic Scholar
- c0c3c46e3f6efbca6c20e59d9c1d90531eb37f0a
- Cited by
- 554
- References
- 114
- Citations by year
- 2026: 279 · 2025: 159 · 2024: 83 · 2023: 30 · 2022: 3
- FWCI
- 10.30
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Locations
- Annual Review of Organizational Psychology and Organizational Behavior (publishedVersion, cc-by)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- psychological safety, organizational learning, learning behavior, leadership, work experience, organizational performance, uncertainty, change, COVID-19 pandemic, interpersonal risk, future research directions
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