Ego, Psychological Safety, and Leadership Effectiveness: Toward a Theory of Regulated Humility

Le résumé fourni par la source

Research on psychological safety has primarily examined employee voice and leadership behaviors that foster safe team environments, while paying less attention to why leaders themselves sometimes undermine safety. This conceptual paper argues that ego is a critical but underexplored leadership trigger. Drawing on responsible leadership, psychological safety, emotion regulation, and employee voice research, it proposes that ego threat can activate defensive leadership behaviors that reduce trust, openness, and learning. The paper introduces regulated humility as the capacity to remain open, receptive, and collectively oriented under ego threat, thereby preserving psychological safety, employee voice, and organizational effectiveness.

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