Psychological Safety in Virtual Teams and Its Impact on Collaborative Performance Media
DOI:
https://doi.org/10.62872/pj.v1i3.521Keywords:
psychological safety, virtual teams, collaboration, trust, knowledge sharingAbstract
Psychological safety refers to team members’ belief that they can express ideas, provide feedback, or admit mistakes without fear of negative consequences. In virtual teams, limited nonverbal interaction and geographic dispersion challenge trust-building and collaboration. This article reviews recent literature (2020–2025) on psychological safety in virtual teams and its impact on collaborative performance. A systematic literature review was conducted using Scopus, Web of Science, and ScienceDirect, focusing on trust, knowledge sharing, and leadership variables. Findings indicate that psychological safety mediates the relationship between trust, leadership, and knowledge-sharing behaviors, enhancing team effectiveness and collaboration. Influencing factors include communication technology quality, transformational leadership, inclusive team culture, and individual self-efficacy. Virtual teams with high psychological safety demonstrate higher engagement, wider knowledge sharing, and more efficient task completion. Practical implications emphasize leadership training, reliable collaboration platforms, supportive team culture, and structured knowledge management to create psychologically safe and productive virtual teams.
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