Impacto del liderazgo en la seguridad psicológica en las organizaciones: Scoping review
DOI:
https://doi.org/10.23925/recape.v14i3.61013Palabras clave:
Liderazgo, Seguridad psicológica, Revisión de la literaturaResumen
Este estudio tuvo como objetivo mapear la evidencia científica disponible sobre el impacto del liderazgo en la seguridad psicológica en el contexto del trabajo organizacional. Se realizó una revisión de alcance siguiendo las pautas del Instituto Joanna Briggs. Se consultaron las bases de datos Web of Science, Scopus, PsycINFO. El corpus final estuvo compuesto por 17 artículos. Los resultados demostraron el papel crucial del liderazgo en la seguridad psicológica de los equipos, que emergió a veces como antecedente a veces como mediador de fenómenos como promover o prohibir la voz, compartir u ocultar conocimientos, creatividad e innovación, trabajo en equipo y aprender de los errores.
Citas
Agarwal, U. A., Avey, J., & Wu, K. (2022). How and when abusive supervision influences knowledge hiding behavior: evidence from India. Journal of Knowledge Management, 26(1), 209–231. https://doi.org/10.1108/JKM-10-2020-0789
Arksey, H., & O’Malley, L. (2005). Scoping studies: Towards a methodological framework. International Journal of Social Research Methodology, 8(1), 19–32. https://doi.org/10.1080/1364557032000119616
Binyamin, G., Friedman, A., & Carmeli, A. (2018). Reciprocal care in hierarchical exchange: Implications for psychological safety and innovative behaviors at work. Psychology of Aesthetics, Creativity, and the Arts, 12(1), 79–88. https://doi.org/10.1037/aca0000129
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
Dansereau, F., Seitz, S. R., Chiu, C.-Y., Shaughnessy, B., & Yammarino, F. J. (2013). What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches. The Leadership Quarterly, 24(6), 798–821. https://doi.org/10.1016/j.leaqua.2013.10.008
Day, D. V. & Antonakis, J. (2012). Leadership: Past, present, and future. In J. Antonakis & D. V. Day (Eds.), The nature of leadership (2th ed., pp. 3–26). Sage Publications.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Edmondson, A. C. (2020). A organização sem medo: criando segurança psicológica no local de trabalho para aprendizado, inovação e crescimento. Alta Books.
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-091305
Fonseca, A. M. D. O., Porto, J. B., & Borges-Andrade, J. E. (2015). Liderança: Um Retrato da Produção Científica Brasileira. Revista de Administração Contemporânea, 19(3), 290–310. https://doi.org/10.1590/1982-7849rac2015140
Harvey, J.-F., Johnson, K. J., Roloff, K. S., & Edmondson, A. C. (2019). From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning. Human Relations, 72(11), 1726–1751. https://doi.org/10.1177/0018726718817812
Hu, Y., Zhu, L., Zhou, M., Li, J., Maguire, P., Sun, H., & Wang, D. (2018). Exploring the influence of ethical leadership on voice behavior: How leader-member exchange, psychological safety and psychological empowermentiInfluence employees’ willingness to speak out. Frontiers in Psychology, 9, 1–10. https://doi.org/10.3389/fpsyg.2018.01718
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at Work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.5465/256287
Kim, B.-J., Kim, T.-H., & Jeon, S.-G. (2018). A Multilevel-Analysis on How Transformational Leadership Enhances Team Creativity: Sequential Mediating Effect of Employee’s Psychological Safety and CreativityNo Title. 4th International Conference on Lifelong Education and Leadership for All (ICLEL), Pp.688 - 703, 688–703.
Kish-Gephart, J. J., Detert, J. R., Treviño, L. K., & Edmondson, A. C. (2009). Silenced by fear:The nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29, 163–193. https://doi.org/10.1016/j.riob.2009.07.002
Knoll, M., & Redman, T. (2016). Does the presence of voice imply the absence of ailence? The necessity to consider employees’ affective attachment and job engagement. Human Resource Management, 55(5), 829–844. https://doi.org/10.1002/hrm.21744
Knoll, M., & van Dick, R. (2013). Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification. The Journal of Positive Psychology, 8(4), 346–360. https://doi.org/10.1080/17439760.2013.804113
Kumako, S. K., & Asumeng, M. A. (2013). Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana. SA Journal of Industrial Psychology, 39(1), 1–9. https://doi.org/10.4102/sajip.v39i1.1036
Levac, D., Colquhoun, H., & O’Brien, K. K. (2010). Scoping studies: advancing the methodology. Implementation Science, 5(1), 69. https://doi.org/10.1186/1748-5908-5-69
Liang, J., Farh, C. I. C., & Farh, J.-L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71–92. https://doi.org/10.5465/amj.2010.0176
Liu, S., Hu, J., Li, Y., Wang, Z., & Lin, X. (2014). Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China. The Leadership Quarterly, 25(2), 282–295. https://doi.org/10.1016/j.leaqua.2013.08.006
Lord, R. G., Day, D. V, Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017). Leadership in applied psychology: Three waves of theory and research. Journal of Applied Psychology, 102(3), 434–451. https://doi.org/10.1037/apl0000089.supp
Mayfield, M., & Mayfield, J. (2021). Sound and safe: The role of leader motivating language and follower self-leadership in feelings of psychological safety. Administrative Sciences, 11(2), 51. https://doi.org/10.3390/admsci11020051
McCall, M. W. (2010). Recasting leadership development. Industrial and Organizational Psychology, 3(1), 3–19. https://doi.org/10.1111/j.1754-9434.2009.01189.x
Men, C., Fong, P. S. W., Huo, W., Zhong, J., Jia, R., & Luo, J. (2020). Ethical leadership and knowledge hiding: A moderated mediation model of psychological safety and mastery climate. Journal of Business Ethics, 166(3), 461–472. https://doi.org/10.1007/s10551-018-4027-7
Moher, D., Liberati, A., Tetzlaff, J., & Altman, D. G. (2009). Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement. PLoS Medicine, 6(7), e1000097. https://doi.org/10.1371/journal.pmed.1000097
Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
Peters, M., Godfrey, C., McInerney, P., Soares, C., Khalil, H., & Parker, D. (2020). Chapter 11: Scoping Reviews (2020). The Joanna Briggs Institute Manual for Evidence Synthesis. Londres, Joanna Briggs Institute. Disponível em https://synthesismanual.jbi.global. https://doi.org/10.46658/JBIMES-20-12
Potipiroon, W., & Ford, M. T. (2021). Does leader humor influence employee voice? The mediating role of psychological safety and the moderating role of team humor. Journal of Leadership & Organizational Studies, 28(4), 415–428. https://doi.org/10.1177/15480518211036464
Ramalho, M. C. K., & Porto, J. B. (2021). Validity evidence of the team psychological safety survey. Psico-USF, 26(1), 165–176. https://doi.org/10.1590/1413-82712021260114
Rego, A., Melo, A. I., Bluhm, D. J., e Cunha, M. P., & Júnior, D. R. (2021). Leader-expressed humility predicting team psychological safety: A personality dynamics lens. Journal of Business Ethics, 174(3), 669–686. https://doi.org/10.1007/s10551-020-04622-1
Rose, A. J., Carlson, W., & Waller, E. M. (2007). Prospective associations of co-rumination with friendship and emotional adjustment: Considering the socioemotional trade-offs of co-rumination. Developmental Psychology, 43(4), 1019–1031. https://doi.org/10.1037/0012-1649.43.4.1019
Schein, E. H., & Bennis, W. (1965). Personal and organizational change through group methods. New York: Wiley.
Shao, Z., Feng, Y., & Wang, T. (2017). Charismatic leadership and tacit knowledge sharing in the context of enterprise systems learning: The mediating effect of psychological safety climate and intrinsic motivation. Behaviour & Information Technology, 36(2), 194–208. https://doi.org/10.1080/0144929X.2016.1221461
Smeets, L., Gijselaers, W. H., Meuwissen, R. H. G., & Grohnert, T. (2021). Beyond psychological safety – the role of direct supervisor behavior in fostering learning from errors at the workplace. Vocations and Learning, 14(3), 533–558. https://doi.org/10.1007/s12186-021-09272-6
Swain, J. E. (2018). Effects of leader humility on the performance of virtual groups. Journal of Leadership Studies, 12(1), 21–37. https://doi.org/10.1002/jls.21552
Tummers, L. G., & Bakker, A. B. (2021). Leadership and job demands-resources Theory: A systematic review. Frontiers in Psychology, 12, 1–13. https://doi.org/10.3389/fpsyg.2021.722080
Turano, L. M., & Cavazotte, F. (2016). Conhecimento científico sobre liderança: Uma análise bibliométrica do acervo do The Leadership Quarterly. Revista de Administração Contemporânea, 20(4), 434–457. https://doi.org/10.1590/1982-7849rac2016140075
Wang, H., Chen, M., & Li, X. (2021). Moderating multiple mediation model of the impact of inclusive leadership on employee innovative behavior. Frontiers in Psychology, 12, 1–18. https://doi.org/10.3389/fpsyg.2021.666477
Wang, Y., Liu, J., & Zhu, Y. (2018). Humble leadership, psychological safety, knowledge sharing, and follower creativity: A cross-level investigation. Frontiers in Psychology, 9, 1–9. https://doi.org/10.3389/fpsyg.2018.01727
Ye, Q., Wang, D., & Li, X. (2019). Inclusive leadership and employees’ learning from errors: A moderated mediation model. Australian Journal of Management, 44(3), 462–481. https://doi.org/10.1177/0312896218805796
Zaman, U., & Abbasi, M. (2020). Linking transformational leadership and individual learning behavior: Role of psychological safety and uncertainty avoidance. Pakistan Journal of Commerce and Social Science, 14(1), 167–201.
Zhu, J., Song, L. J., Zhu, L., & Johnson, R. E. (2019). Visualizing the landscape and evolution of leadership research. The Leadership Quarterly, 30(2), 215–232. https://doi.org/10.1016/j.leaqua.2018.06.003
Publicado
Número
Sección
Licencia
Derechos de autor 2024 Revista de Carreiras e Pessoas
Esta obra está bajo una licencia internacional Creative Commons Atribución 4.0.
• O(s) autor(es) autoriza(m) a publicação do artigo na revista.
• O(s) autor(es) garante(m) que a contribuição é original e inédita e que não está em processo de avaliação em outra(s) revista(s).
• A revista não se responsabiliza pelas opiniões, ideias e conceitos emitidos nos textos, por serem de inteira responsabilidade de seu(s) autor(es).
• É reservado aos editores o direito de proceder ajustes textuais e de adequação do artigos às normas da publicação.
• Os Autores que publicam nesta revista concordam com os seguintes termos:
- Autores mantêm os direitos autorais e concedem à revista o direito de primeira publicação, com o trabalho simultaneamente licenciado sob a Creative Commons Attribution License, permitindo o compartilhamento do trabalho com reconhecimento da autoria do trabalho e publicação inicial nesta revista.
- Autores têm autorização para assumir contratos adicionais separadamente, para distribuição não-exclusiva da versão do trabalho publicada nesta revista (ex.: publicar em repositório institucional ou como capítulo de livro), com reconhecimento de autoria e publicação inicial nesta revista.
- Autores têm permissão e são estimulados a publicar e distribuir seu trabalho online (ex.: em repositórios institucionais ou na sua página pessoal), já que isso pode gerar alterações produtivas, bem como aumentar o impacto e a citação do trabalho publicado (Veja O Efeito do Acesso Livre).