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Research has been conducted to explore the effect of factors relating to coaches' leadership on Chinese athletes' burnout, but less attention has been paid to coaches' leadership style, such as benevolent leadership. In this study conducted with 282 athletes at three Chinese universities, we investigated how the benevolent leadership of the coach is related to athlete burnout and if athletes' psychological safety mediates this relationship. We analyzed survey data using structural equation modeling. Results indicated that coaches' benevolent leadership was negatively associated with athlete burnout, and this relationship was mediated by psychological safety. These findings enhance understanding of the mechanism between coaches' benevolent leadership and athlete burnout, and shed light on the important role in this relationship of athletes' perception of psychological safety. [ABSTRACT FROM AUTHOR]

The coach–athlete relationship influences an athlete's psychological well-being; however, little is known about the psychological mechanisms involved in the relationship between these variables. This study emphasized the mediating role of psychological safety in the relationship between the coach–athlete relationship and athletes' psychological well-being. Participants were 372 college athletes from five Chinese universities, who completed a paper-and-pencil questionnaire in which they assessed their coach–athlete relationship, psychological safety, and psychological well-being. Results of structural equation modeling indicated there was a positive relationship between a positive coach–athlete relationship and an athlete's psychological well-being, and that psychological safety partially mediated this relationship. This study extends the conclusions of prior research and provides new insights into how the coach–athlete relationship affects athletes' psychological well-being. [ABSTRACT FROM AUTHOR]

Using data obtained from a survey conducted with 737 employees of organizations in China, this study demonstrated that paradoxical leadership behavior can significantly and positively predict employees' core self-evaluation and perception of insider status. At the same time, insider status cognition significantly and positively predicted the core self-evaluation of employees, and played a mediating role in the impact of paradoxical leadership behavior on employees' core self-evaluation. Improving the perceived psychological safety level can enhance the relationship between paradoxical leadership behavior and the effect of perceived insider status on core self-evaluation. Managers can improve their paradoxical leadership skills, directly and effectively improve their employees' core self-evaluation, and also enhance employees' sense of belonging, by making employees think of themselves as insiders in the organization. Managers need to create a safe atmosphere for team members; an environment of mutual respect and trust can effectively catalyze the positive effects of paradoxical leadership behaviors on employees' core self-evaluation. [ABSTRACT FROM AUTHOR]

We adopted conservation of resources theory to examine how the authoritarian leadership component of paternalistic leadership interacts with two other dimensions: benevolent leadership and moral leadership, to jointly influence employee performance through psychological safety. We conducted a survey with 417 supervisor–subordinate dyads employed in a variety of industries in Guangdong Province, China. Results showed that paternalistic leadership mediated the negative relationship between the authoritarian leadership component and employees' task performance, organizational citizenship behavior toward individuals, and organizational citizenship behavior toward the organization. Further, the indirect effect of the authoritarian leadership component through employees' perceived psychological safety on their task performance and organizational citizenship behavior toward the organization was moderated by the benevolent leadership component. The findings in this study further understanding of how paternalistic leadership affects employee performance. [ABSTRACT FROM AUTHOR]

We explored whether compulsory citizenship behavior (CCB) influenced employees' contextual performance via their perception of psychological safety, and examined whether political skill moderated this path. Participants were dyads formed by 139 supervisors and 534 subordinates from businesses in Taiwan. The results reveal that CCB was negatively associated with contextual performance through the mediator of perceived psychological safety. However, there was no significant moderating effect of political skill. This study fills a gap in the literature on CCB. Our results indicate that managers of organizations should pay attention to CCB and to their employees' mental health when trying to encourage enhanced work performance. [ABSTRACT FROM AUTHOR]

Despite the increasing amount of attention being directed toward corporate social responsibility, there are still some research gaps relating to its outcomes. This study explored the relationship of corporate social responsibility with voice behavior as well as the mediating role of psychological safety. Using data collected from 231 employees in China, we examined the hypothesized relationships via structural equation modeling. Results revealed that corporate social responsibility was positively related to psychological safety and that psychological safety was positively related to voice behavior. This suggests that psychological safety acts as an underlying mechanism that explains the effect of corporate social responsibility on facilitating voice behavior. Our findings indicate that CSR alone is insufficient to spur Chinese employees' voice behavior; rather, organizations should aim to improve employees' psychological safety. [ABSTRACT FROM AUTHOR]

The importance of music is a key topic that has been studied in many disciplines. We examined the relationship between employees' perception of happy music and their creative performance, and explored the mediating effect of psychological safety in this link. Data were collected from 315 employees working in three large hotels located in Mainland China. We performed structural equation modeling to test the proposed research model. Results show that employees' perception of happy music was positively related to creative performance, and this relationship was mediated by perceived psychological safety. Therefore, employees produced creative outcomes while perceiving the happiness of music in the workplace, in part because they felt psychologically safe. Our findings offer organizations practical insight into how to promote employee creativity by using music as an effective tool for enhancing the quality of the work environment. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]

This study explored the association between leader–member exchange (LMX) and employees' work engagement by developing an integrative model including psychological safety as a mediator. We designed a survey and distributed it via email; data were collected from 305 employees working at a manufacturing company in East China. Results of structural equation modeling show that LMX was positively related to work engagement, and, consistent with our predictions, psychological safety mediated this association. This research gives new insight into the processes through which LMX enhances employees' work engagement, and provides important suggestions for how to foster work engagement in organizations. Theoretical and practical implications and future research prospects are discussed. [ABSTRACT FROM AUTHOR]

Although the importance of music for individuals has long been recognized, the effect of music on employee behavior in the workplace has not yet been fully realized. We developed a theoretical model emphasizing the mediating role of psychological safety in the relationship between pleasant music and voice behavior. A survey was conducted with 241 hotel employees in China. Structural equation modeling analysis results show that pleasant music was positively related to psychological safety, which was positively related to voice behavior. Further, psychological safety fully mediated the relationship between pleasant music and voice behavior. We discuss the implications of our findings to understand the mechanisms through which pleasant music boosts employees' voice behavior, and suggest future research directions. [ABSTRACT FROM AUTHOR]

I investigated how and when cognitive team diversity motivates employees to engage in creativity, and proposed perspective taking as a psychological mechanism underlying the relationship, and psychological safety as a boundary condition for the effect of cognitive team diversity on perspective taking. I assessed the proposed relationships with data from 151 Korean employees in research and development teams. Results show that cognitive team diversity significantly predicted employee creativity, and perspective taking mediated this relationship. Further, psychological safety moderated the link between cognitive team diversity and perspective taking, such that the relationship was effective only under conditions of high psychological safety. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

We investigated the effects of authentic leadership on follower performance in corporate social responsibility (CSR) activities by drawing upon social identity theory. With data from 340 participants who took part in CSR activities in a large Korean firm, we tested the hypotheses that team identification would mediate the positive relationship between authentic leadership and follower performance, and that psychological safety would positively moderate this relationship. We used the PROCESS macro (Model 7) for SPSS for data analysis. Our hypotheses were supported by the results, which theoretically contribute to authentic leadership literature and, from a practical standpoint, provide an effective way to enhance follower performance in CSR activities. [ABSTRACT FROM AUTHOR]

Zhongyong, as a typical Confucian thinking model, is related to employees' voice behavior. In this research we explored the relationship between Zhongyong thinking and employees' voice behavior, and examined the mediating effect of psychological safety in this relationship. Survey data were collected from 218 part-time Master of Business Administration students from two Chinese universities. The structural equation modeling results demonstrate that Zhongyong thinking was positively related to psychological safety, and that psychological safety was positively related to voice behavior. Further, psychological safety mediated the Zhongyong thinking-voice behavior relationship. These results suggest that organizations can encourage voice behavior by enhancing employees' Zhongyong thinking and by boosting their perception of psychological safety in the workplace. [ABSTRACT FROM AUTHOR]

Rapid changes in the healthcare environment necessitate improvements in employee performance. We examined the relationship between nurse managers' transformational leadership and nurses' job performance, and the key mediating role of psychological safety in this relationship. Personnel at six private regional teaching hospitals in Central Taiwan participated in this study, comprising 73 nurse managers and 719 nurses. The results show that when the intergroup heterogeneity of job performance was statistically significant, a positive correlation existed between transformational leadership and job performance at the group level. Next, we performed an analysis using psychological safety as a mediating variable. The results show there was a significant correlation between transformational leadership and perception of psychological safety. This model exhibited lower variance and a better fit than the other examined models. Thus, emphasizing transformational leadership and psychological safety in operations and management could effectively improve nurses' job performance; this recommendation could serve as a standard for nurse managers in their duties. [ABSTRACT FROM AUTHOR]

Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring were mitigated. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Employee silence has been regarded as a significant factor related to many organizational outcomes; thus, breaking the silence has become a need for companies, and has attracted academic interest. We investigated the relationship between a caring ethical organizational climate and three dimensions of employee silence (i.e., acquiescent, defensive, and indifferent), as well as the mediating effect of psychological safety and the moderating effect of Chinese individual traditionality in this relationship. We conducted a survey with 568 employees of 50 Chinese companies. Our findings confirm that a caring ethical climate had a significant negative impact on all three dimensions of silence. Psychological safety mediated the relationship between caring ethical climate and both acquiescent and defensive employee silence, but its effect on the relationship between caring ethical climate and indifferent silence was nonsignificant. Chinese individual traditionality significantly moderated the impact of employees' psychological safety on all three of the silence dimensions. Implications of these results for future research and how managers of companies can break employees' silence are discussed. [ABSTRACT FROM AUTHOR]

This research investigated the mediating role of psychological safety in the relationship between self-sacrificial leadership and employee voice. We used a two-wave survey to collect data from a sample of 329 Master of Business Administration students at two universities in North China. Data were analyzed using structural equation modeling. Results show that self-sacrificial leadership had a direct positive effect on employee voice, and psychological safety partially mediated this relationship. Our findings expand the literature on the self-sacrificial leadership–employee voice link, and highlight the importance of the role of psychological safety. This study has practical implications for managers seeking to develop a self-sacrificial leadership style to encourage employees to express constructive opinions about work-related issues. [ABSTRACT FROM AUTHOR]

Previous research has revealed the importance of leadership in promoting employee creativity. However, the mechanism by which self-sacrificial leadership facilitates employee creativity is not well understood. We proposed a model explaining why self-sacrificial leadership may enhance employee creativity, which we tested with data from 206 part-time Master of Business Administration students and their supervisors at two Chinese universities. Results of structural equation modeling analysis show that self-sacrificial leadership had a positive relationship with employee creativity, both directly and also indirectly through the mediator of psychological safety. These findings shed light on how self-sacrificial leadership helps to enhance employee creativity. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

We proposed a theoretical model explaining why workplace fun might enhance the proactive behavior of employee voice, and explored the mediating role of psychological safety in this relationship. Data were collected from a sample of 223 part-time students at three universities located in China, who were taking a Master of Business Administration course. The results of structural equation modeling show that workplace fun had a direct, significantly positive relationship with employee voice behavior, and that there was also an indirect effect through the mediator of psychological safety. These findings shed light on the ways in which workplace fun helps to increase employee voice behavior. Managers of organizations should consider ways to create a work environment that is fun to promote employees' psychological safety and voice behavior. Limitations and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

I proposed a model to explain how workplace fun is effective in facilitating employee creativity, with a focus on the mediating role of psychological safety in this relationship. Participants comprised 269 employees of hotels in China. Results show that workplace fun had a direct, significantly positive effect on employee creativity, as well as an indirect relationship through the mediator of psychological safety. These findings show that a fun work environment helps to enhance employee creativity. Thus, it is beneficial for managers of organizations to create a fun work environment, and they should also consider employees' sense of psychological safety when allowing employees to have fun at work. [ABSTRACT FROM AUTHOR]

Although the effect of psychological safety on employee creativity is well documented, the mechanisms that explain that effect remain unclear. This study extends previous research by examining the direct link between psychological safety and employee creativity, and testing the mediating effect of work engagement in this relationship in a Chinese context. We chose 231 participants employed by 4 banking companies located in China to complete a series of self-report questionnaires. Structural equation modeling was used to evaluate the mediation model. The results reveal that psychological safety was a significant antecedent of employee creativity and that work engagement fully mediated the influence of psychological safety on employee creativity. These findings shed light on how psychological safety influences employee creativity. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

I examined the relationships among psychological safety, employee voice, and work engagement. Based on a literature review, I hypothesized that psychological safety would directly affect employees' engagement at work, and indirectly affect work engagement via employee voice. A validated survey was used to collect data from 153 employees of a large manufacturing company in China. The results of structural equation modeling offered support for the full mediating role of employee voice in the psychological safety–work engagement relationship. Employees who perceived psychological safety were more likely to exhibit voice behavior; employee voice, in turn, promoted work engagement. These findings extend prior research and shed light on how employees' psychological safety affects their work engagement. Discussion and implications of the results are presented. [ABSTRACT FROM AUTHOR]

We examined psychological safety as a mediator of the relationship between psychological capital and innovative behavior. Survey data from 136 university teachers in China were analyzed using structural equation modeling. Results indicated that psychological safety partially mediated the relationship between psychological capital and innovative behavior. These findings suggest not only that it is important to consider psychological capital in understanding innovative behavior, but also that psychological safety plays an important role in the relationship. Limitations are discussed and directions for future research are suggested. [ABSTRACT FROM AUTHOR]

I explored the impact of organizational justice on work engagement, which is a positive organizational behavior construct, and the underlying psychological mechanism. I hypothesized on the basis of a literature review that organizational justice would have a positive effect on work engagement and that psychological safety would act as a mediator. Participants comprised 254 teachers working in compulsory schools in eastern China. The survey was conducted using organizational justice, psychological safety, and work engagement scales. Data analysis showed that the 3 dimensions of organizational justice, namely, distributive, procedural, and interactional, had a positive effect on teachers' work engagement. In addition, psychological safety played a partial mediating role in the association between organizational justice and work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested. [ABSTRACT FROM AUTHOR]

We analyzed how authentic leadership (AL) predicts subordinate creativity, taking into account the possible mediator of positive team atmosphere. Participants were 69 team leaders and 335 team members working in enterprises in China. Subordinates reported their perception of there being an atmosphere of team trust and psychological safety at work, in addition to the AL of their supervisors, whereas supervisors rated employee creativity. The main findings were as follows: (a) AL positively predicted employee creativity through the mediators of both atmosphere of team trust and psychological safety; and (b) atmosphere of team trust and psychological safety positively affected teams' knowledge sharing and, in turn, creativity. Our results enrich understanding of the processes through which AL improves subordinates' creativity. By promoting AL and a team atmosphere of trust and psychological safety, organizations may enhance employees' creative performance. [ABSTRACT FROM AUTHOR]