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{L-End}Objective To explore the chain mediating effect of team psychological safety atmosphere and professional calling in the relationship between humble leadership and voice behavior. {L-End}Methods A total of 812 nurses from five medical institutions in Guangdong Province were selected as the research subjects using the convenience sampling method. The Team Psychological Safety Atmosphere Scale, the Professional Calling Scale, the Hospital Version of Humble Leadership Scale and the Voice Behavior Scale were used to investigate the perceived team psychological safety atmosphere and sense of professional calling, the perceived humble leadership style and voice behavior of the nurses. {L-End}Results The score of team psychological safety atmosphere, professional calling, humble leadership, and voice behavior of 812 nurses was (58.0±7.6), (44.6±8.0), (50.4±9.2) and (37.0±5.9), respectively, with the scoring rate of 72.5%, 74.3%, 80.0%, and 74.0%, respectively. Bootstrap analysis showed that humble leadership could positively influence voice behavior ［standardized effect value (β)=0.28, 95% confidence interval (CI) 0.20-0.35］. Humble leadership could influence voice behavior through the separate mediating effects of team psychological safety atmosphere (β=0.13, 95%CI 0.09-0.18), professional calling (β=0.07, 95%CI 0.04-0.11), and the chain mediating effect of team psychological safety atmosphere and professional calling(β=0.06, 95%CI 0.04-0.08). {L-End}Conclusion The voice behavior of clinical nurses is at a moderately high level. Humble leadership can directly influence voice behavior and can influence voice behavior through the mediating effects of team psychological safety atmosphere and professional calling. Nursing managers can inspire the work passion of clinical nurses by changing their own leadership style and creating a good atmosphere for voicing opinions.

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Introduction: Drawing from the crisis leadership conceptualization, this study aims to investigate coaches' opinion patterns on effective leadership behaviors during the COVID-19 pandemic. The study used a process view to explore how coaches as leaders act in pre, during, and post-crisis phases. Method: Thirty-two fulltime professional coaches (28 males and 4 females) from individual and team sports who experienced the entire COVID-19 pandemic from January 2020 to July 2021 in the United Kingdom were invited to express their perceptions of effective leadership behaviors. The study used Q methodology to analyze coaches' perceptions and experiences. Result: The study revealed that the most effective coach leadership behaviors occurred during-crisis phase, which has the most positive ratings (n = 48) compared to the pre-and post-crisis phases (n = 18). The study's main findings highlighted different phases of the COVID-19 pandemic demand various effective countermeasures from coaches. These practical and successful experiences were summarized as: division of labor, athlete-centered, team-driven, consulting, safe environment, and online coaching. Discussion: The findings of this study further highlight (1) the importance of coach leadership in creating a safe environment as it provides a much better platform to prepare for a pre-crisis stage, (2) that coaches should employ more positive than negative behaviors while interacting with team members more frequently especially during the crisis period, reducing athletes' negative feelings such as anxiety and worry, and (3) that the online training-related activities and interactions during the crisis time can be expanded to noncrisis times, as a crisis event can have positive implications for the future if handled properly.

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This study examines leading psychosocial safety climate (PSC) within the organization and psychological safety in teams in remote work conditions caused by the COVID-19 pandemic. These topical working life phenomena have an essential role in health, well-being and productivity in today's working life, but they have rarely been studied in remote work context. A total of 26 supervisors and leaders at three Finnish universities participated in semi-structured interviews. The data were analyzed using qualitative content analysis, resulting in four main categories: supportive and challenging aspects of leading psychological safety and well-being, supportive and challenging aspects of organizational psychosocial safety climate leadership, support for working as a supervisor, and characteristics specific to working in academia. The results indicate that leading psychological safety remotely requires more time, deliberation and intentionality than when working face to face, and that the role of remote interaction is underlined in it. As to PSC, it is important to improve the cohesion in leading psychological safety and health in academic organizations. How PSC is led in the organizations affects not only the general psychosocial working conditions, but also the possibilities for good leadership of psychological safety in smaller units in the organization. The study makes a novel contribution especially in understanding (1) leadership of PSC and psychological safety in remote work conditions, and (2) the reciprocal relations between leading psychological safety and well-being at the organizational level and the team level.

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Employee knowledge sharing is critical to the success of creative service enterprises. However, knowledge hiding is prevalent in creative service enterprises. Using 381 advertising agency employees as respondents, we explored the mechanism of action of creative time pressure affecting knowledge hiding. We constructed a regulated dual-path model by drawing on affective event theory, with work passion as a mediating variable and team psychological safety climate as a moderating variable. The results show that creative time pressure increases employees' knowledge hiding; creative time pressure mitigates knowledge hiding through the effect of harmonious passion, while obsessive passion enhances employees' knowledge hiding; team psychological safety climate can regulate the relationship between creative time pressure and two types of work passion and the strength of the two paths. Therefore, the mediating effect of harmonious passion is stronger in a high team psychological safety climate, while the mediating effect of obsessive passion is stronger in a low team psychological safety climate.

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Employee innovative behavior is significant in maintaining an organization's sustainable development. This study explored the impact of team psychological safety and workplace anxiety on the association between self-serving leadership and employee innovation behavior by synthesizing social information processing theory, conservation of resources theory, and ego depletion theory. We conducted a hierarchical linear model analysis using three-wave paired data collected from 86 leaders and 392 employees. The research results showed that self-serving leadership is negatively correlated with employee innovation behavior. Meanwhile, team psychological safety and workplace anxiety mediated this relationship. In addition, team psychological safety mitigates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior.

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Scholars have made great efforts to investigate the antecedents of knowledge sharing. In the current study, we applied the proactive motivation model (Parker et al., 2010) to propose a theoretical model to advance this research line and examined the relationship between coaching and knowledge sharing. A total of 197 subordinates embedded in 32 teams from a logistics company completed the survey questionnaire. Our results show that leaders' coaching behavior is positively related to employees' knowledge sharing behavior through increased psychological availability. Furthermore, our results show that the team psychological safety climate can strengthen the effect of psychological availability on employees' knowledge sharing behavior, as well as the indirect effect of leaders' coaching behavior on employees' knowledge sharing via psychological availability (i.e., a moderated mediation effect).

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This article examines the mechanisms that influence team-level performance. It investigates psychological safety, a shared belief that the team is safe for interpersonal risk taking and a causal model mediated by learning behavior and efficacy. This model hypothesizes that psychological safety and efficacy are related, which have been believed to be same-dimension constructs. It also explains the process of how learning behavior affects the team's efficacy. In a study of 104 field sales and service teams in South Korea, psychological safety did not directly affect team effectiveness. However, when mediated by learning behavior and efficacy, a full-mediation effect was found. The results show (i) that psychological safety is the engine of performance, not the fuel, and (ii) how individuals contribute to group performance under a psychologically safe climate, enhancing team processes. Based on the findings, this article suggests theoretical and methodological implications for future research to maximize teams' effectiveness.

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@#Introduction: The prevalence of stress among Malaysian police is high in which 38.8% polices have severe stress related to work resources and workplace environment. Psychosocial safety climate is one of the indicators that can be used to avoid psychosocial health problems. Objective: This study was conducted to determine the risk factors of psychosocial safety climate and to measure the effectiveness of a customised safety website in improving the safety climate. Methodology: This study involved 105 police officers who were randomly selected from nine different departments in PDRM Bukit Aman. A survey adapted from previous study was used to determine the psychosocial safety climate levels among respondents. Then, occupational safety website was introduced to the respondents and being used for two weeks. Lastly, post survey was done to see the difference of psychosocial safety climate before and after the use of the website. Results and Discussion: Findings showed that team psychological safety (r=0.381, p=<0.001) and physical safety climate (r=0.657, p=<0.001) were significantly associated with psychosocial safety climate level. The means before (36.095 ± 5.6202) and after (37.742 ± 4.7069) the introduction of occupational safety website was good. Still, there was a significant improvement of psychosocial safety climate level after the introduction of occupational safety website. Conclusion: This study showed that psychosocial safety climate level in an organization can be improved by introducing an informative website specific for polic

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It has been previously demonstrated that interactions within interprofessional teams are characterised by effective communication, shared decision-making, and knowledge sharing. This article outlines aspects of an action research study examining the emergence of these characteristics within change management teams made up of nurses, general practitioners, physiotherapists, care assistants, a health and safety officer, and a client at two residential care facilities for older people in Ireland. The theoretical concept of team psychological safety (TPS) is utilised in presenting these characteristics. TPS has been defined as an atmosphere within a team where individuals feel comfortable engaging in discussion and reflection without fear of censure. Study results suggest that TPS was an important catalyst in enhancing understanding and power sharing across professional boundaries and thus in the development of interprofessional teamwork. There were differences between the teams. In one facility, the team developed many characteristics of interprofessional teamwork while at the other there was only a limited shift. Stability in team membership and organisational norms relating to shared decision-making emerged as particularly important in accounting for differences in the development of TPS and interprofessional teamwork.

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Objective To investigate the status quo of transformational leadership,psychological empowerment,team psychological safety and team effectiveness,and test whether the supposed structural equation is tenable.Methods Totally 380 nurses completed the Transformational Leadership Questionnaire,Psychological Empowerment Questionnaire,Team Psychological Safety Questionnaire and Team Effectiveness Questionnaire,structural equation model was used to verify the relationship of the above,Bootstrapping confidential interval and product of coefficient were used to test the mediating effect.Results Significant correlations were found between transformational leadership,psychological empowerment,team psychological safety and team effectiveness (P ＜ 0.01),transformational leadership played indirect effect on team effectiveness (Z=6.195,P ＜ 0.05),psychological empowerment and psychological safety had a totally mediation effect.Conclusions Healthcare workers should make psychological empowerment and team psychological safety as the breakthrough point,fully play the advantages of transformational leadership on team effectiveness in order to increase the working ability of nurses and make them complete the clinical work effectively and with high quality.