Anna-Christina Leisin Strecker
Title
Dr.
Last Name
Leisin Strecker
First name
Anna-Christina
Email
anna-christina.leisinstrecker@unisg.ch
5 results
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Item type:Publication, Revisiting Team Psychological Safety at Work: A Case Study Approach to Its Dimensions, Intergroup Variations, and Influencing FactorsPrevious research has shown the central role of psychological safety for promoting employee engagement, learning, innovation, and performance. Research now calls for a more thorough understanding of how team psychological safety is fostered and the ways in which its perceptions vary between groups. Research also suggests agreement on a common measurement instrument, an emphasis on conducting studies in globally dispersed teams, and greater use of qualitative methods. I answer these calls by investigating the dimensionality of team psychological safety, intergroup variations, and influencing factors. Over 4 years, I was part of a German automobile manufacturer and its North American mobility services subsidiary and conducted a case study comprising two studies. In Study 1, I used a 10-item survey to analyze perceptions of team psychological safety among 61 respondents. Based on this analysis, I posit that team psychological safety consists of two dimensions: perceived appreciation and perceived vulnerability. Furthermore, I found significant variations between genders, showing that women reported lower team psychological safety than men. These variations were partially explained by more ego strength by women, enabling them to admit issues surrounding team psychological safety more easily. There were no significant variations between frequency of remote collaboration, between the parent company, subsidiary, and markets, and between German and American citizens. In Study 2, I conducted 90 interviews and numerous participant observations to explore factors influencing team psychological safety. I advance existing knowledge on such factors by concluding that the following skills and virtues are crucial for team psychological safety: bottom-up empathy, ownership, and ego strength. In addition, I determined the importance of self-awareness, mindset flexibility, and genuine interest in others. Moreover, womens leadership, a clear mission, mediators in teams, dynamic roles, and autonomy in exploratory tasks were all positively related to team psychological safety. In contrast, interdependence between members of the parent company, subsidiary, and markets was ascribed a negative influence. Overall, my research offers new impulses for scholars in the field of psychological safety, contributes to the current state of literature, and helps managers to develop a psychologically safe team climate.Type:doctoral thesis - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Wie oft sprechen Ihre Mitarbeiter aus, was sie wirklich denken?(Harvard Business Manager, 2022-09-19); ; You can skip any diversity program if you don't also work on the team culture. Psychological safety is the most important leadership task of the future. Researchers from the University of St. Gallen present new findings on psychological safety and show how leaders can cultivate psychological safety in their teams.Type:newspaper articleJournal:Wie oft sprechen Ihre Mitarbeiter aus, was sie wirklich denken?Volume:10/2022 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Das Phänomen der Wassermelone(wirtschaft + weiterbildung, 2021-06-28); ; Type:newspaper articleJournal:Bücher, die inspirierenVolume:07-08/2021 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Raum für Sinn(Harvard Business Manager, 2021-01-15); ; The purpose discussion of the past few years has generated little outcome. Most companies have misunderstood purpose as a sole marketing experiment, helping them e.g. to attract talent. But meaningful work should not be reduced to a marketing claim because it has to be assessed individually and cannot be prescribed from management. Meaningful work is an individual construct - each individual decides if their work is meaningful based on their situation, perspective and character. The sources of meaningful work are diverse - there is a societal, social and personal dimension. Purpose-oriented leadership takes this diversity into account and creates an environment that allows employees to experience meaningfulness.Type:newspaper articleJournal:Auf geht's: Wie Sie Ihre Ziele erreichen, wenn alles ungewiss scheintVolume:01/2021 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Zu schön, um wahr zu sein(Personalmagazin, 2021-05-18); ; Today, more than ever before, companies depend on performance and innovation. However, there is often a fear of failure among employees, and a culture of concealment and sugarcoating continues to grow. They don't dare to question the status quo and try out new things. The reason for this is a lack of psychological safety. How managers can counteract.Type:newspaper articleJournal:Die neue Leistungskultur: Wie sich das Performance Management ändertVolume:06/2021