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Feeling safe to speak up: Leaders improving employee wellbeing through psychological safety

Author

Listed:
  • Emma Clarke
  • Katharina Näswall

    (University of Canterbury, School of Psychology, Speech & Hearing, New Zealand)

  • Annick Masselot

    (University of Canterbury, School of Law, New Zealand)

  • Sanna Malinen

    (University of Canterbury, School of Business, New Zealand)

Abstract

Leaders play an integral role in developing psychologically safe workplaces. To better understand the mechanisms that transmit leadership behaviors and the broader employee wellbeing outcomes as a result, more insight in high-demand, hierarchical working environments is necessary. In this article the authors explore psychological safety as a mechanism through which leadership influences wellbeing and employee experience in the context of New Zealand legal practice. Law firms are often hierarchical in nature, potentially creating power differences which can prevent employees from speaking up, and where employees are known to experience poor wellbeing. To test the hypothesized relationships, a time-lagged study design was used with surveys tested at two timepoints on 89 lawyers working in law firms. Results showed that psychological safety mediates the relationship between leadership and both positive and negative aspects of employee experience (general wellbeing, intrapersonal wellbeing, job satisfaction, self-reported performance, incivility, and burnout).

Suggested Citation

  • Emma Clarke & Katharina Näswall & Annick Masselot & Sanna Malinen, 2025. "Feeling safe to speak up: Leaders improving employee wellbeing through psychological safety," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 46(1), pages 152-176, February.
    • Handle: RePEc:sae:ecoind:v:46:y:2025:i:1:p:152-176
    DOI: 10.1177/0143831X231226303
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