Interaction and Communication Factors Shaping Psychological Safety in Teams

Abstract

This thesis examines the interaction and communication factors that shape psychological safety in workplace teams. The study focuses on interpersonal dynamics, particularly individual-level communication behaviors such as voicing concerns and providing feedback, along with team-level relational qualities and leader behaviors that foster psychological safety. Structural or organizational elements, including role structures, team configurations, or formal policies, are excluded from the scope. This study is limited to team-level interactions within workplace settings.

The theoretical framework draws from previous research on psychological safety related to high-quality relationships, interactional leader behavior, and communication. Emphasis is placed on how psychological safety is created, maintained, and expressed in everyday interactions. The study was conducted using qualitative methods, based on 20 semi-structured interviews with employees from two Finnish organizations—one in the health sector and the other in the media industry. All participants worked in collaborative team environments. The data were analyzed using qualitative content analysis to identify interactional and communication behaviors that either enhance or limit psychological safety in teams. Additionally, specific leader behaviors and relational qualities were identified to enhance team psychological safety.

The findings indicate that psychological safety is shaped not by specific situations, but by how individuals engage and connect within those contexts. Practicing constructive communication, encouraging expression, and maintaining connection are identified as key factors influencing psychological safety in teams. Fostering supportive relationships, leading with humanity, and establishing supportive practices are recognized as essential leader behaviors. Familiarity and certain personality traits enhance high-quality peer relationships, which are also crucial for promoting psychological safety within teams. Finally, limiting factors for psychological safety are unproductive communication style, avoidance and silence, and communication breakdowns.

The study emphasizes the cyclical nature of psychological safety: it is both shaped by and reinforces everyday interactions. As team members become more courageous in taking interpersonal risks, such as participating in challenging conversations, their influence on team psychological safety increases. Based on the findings, practical recommendations are provided to help organizations promote and maintain psychological safety in collaborative team environments.

This research enriches the literature by highlighting the quality of communication, interactions, and interpersonal relationships in fostering psychological safety within teams.