Team Coaching Can Enhance Psychological Safety and Drive Organizational Effectiveness published in Organizational Dynamics
Organizational practice has shown that psychological safety is the best single predictor of effectiveness. At the same time, research has found this predictor to be leader-member exchange (LMX). This paper proposes that team coaching can improve competence, trust, and benevolence, which will enhance psychological safety and LMX, leading to increased effectiveness.
What inspired you to write about this?
First, I am always writing, reading, or investigating about something. Second, the topics included in this paper have been in my radar for years. Third, I like exploring, learning, and proposing ways for organizations to improve their effectiveness. In this particular case, we discuss our belief that a good coaching strategy can improve organizational results. Fourth, in this paper we mix results from research and practice. Many argue there is a divide between research produced by scholars and organizational practice. However, not many bring the best of both sides together to make new propositions. This manuscript attempts to do that. Finally, I love experiencing the challenge that represents going from a very blurry idea to a specific product. In my case, ideas come at any time in any place in the form of a spark inside my brain. When that happens, I really enjoy following that spark moving all over my brain and spending time thinking about it. The spark then becomes arrows, boxes and labels of variables. Later, those elements begin to connect with each other and form models that revolve around. Then I begin drawing models, drafting outlines and reading about my ideas to learn what has been published. As I gain knowledge, I start to imagine hypotheses, etc. This whole process is very invigorating and keeps me dreaming and moving forward. I really love this experience.
What is the impact you hope this research will have?
Coming back to this paper’s subject, I would be amazed if we in the MDCOB begin/continue working on the enhancement of competence, trust, and benevolence in each supervisor/subordinate (leader/member) relationship. In doing so, we will (a) have better relationships, (b) be more satisfied, (c) excel in our endeavors, and (d) reach levels of effectiveness we never imagined.
I’d love to see that we are congruent in the Marilyn Davies College of Business (MDCOB). I’d be thrilled if we did as we teach our students. I know there are many forces preceding our behavior and do not intend to dictate the way people should behave. I believe so much in freedom of choice that I’d never purse that endeavor. However, the pursuit of congruence and the observation of its absence has always struck me. I do not like the emotion I feel when some of my students, peers, colleagues, or friends signal somebody’s behavior is going in opposite direction to what they say or teach.
What else are you working on?
Currently, I am working on three pieces at different stages. One of them is about diversity in virtual teams. A second manuscript is a proposal to enhance follower and team performance through LMX. Finally, a piece on the challenges and problems Native Americans experience at work. And, well, I already have one of those sparks revolving inside my brain that could be a fourth piece.