In today's rapidly changing business environment, teamwork has become integral to organizational success. Effective collaboration among team members is essential for achieving organizational goals and objectives. However, creating a teamwork and collaborative culture requires team members to feel comfortable sharing their opinions and ideas, making mistakes, and taking risks without fear of repercussions or judgment. This is where psychological safety comes into play. It is a significant factor in increasing team learning, team efficacy, and team productivity. By creating an environment where team members feel safe, respected, and supported, a culture that encourages collaboration, innovation, and continuous improvement can be fostered.

Psychological safety is the notion that taking interpersonal risks within a team is safe. When team members have psychological safety, they are more likely to engage in open conversation, ask for help, share ideas, and experiment without fear of the consequences. Team members can learn from one another, work well together, and ultimately generate high-quality work because of this feeling of safety. Many studies have shown a positive correlation between psychological safety, team learning, and team effectiveness. We can learn about the precise mechanisms through which psychological safety influences these outcomes.

Psychological safety is particularly important in today's workplace, clouded by volatility, ambiguity, complexity, and uncertainty, for several reasons; one of the most important reasons that cannot be ignored is the hybrid work model and the pressing demand for organizations to continuously innovate. Psychological safety foster’s a culture where employees can fail faster and learn faster, try new approaches, and learn from both successes and failures. It creates a culture of continuous learning and improvement, where mistakes are seen as opportunities for growth rather than reasons for punishment or blame. When team members feel psychologically safe, they are more likely to communicate openly, honestly, and transparently. They trust that their opinions will be heard and respected, leading to improved collaboration, better relationships, and stronger team cohesion.

The absence of psychological safety stifles creativity, innovation, and constructive feedback within the organization. Without it, individuals may be hesitant to collaborate or share information with others. There may be a lack of trust in colleagues' intentions and abilities, hindering teamwork and cooperation. This can lead to silos, reduced knowledge sharing, and decreased efficiency.

In an environment lacking psychological safety, employees may hesitate to take risks or experiment with new ideas. They may avoid seeking feedback or admitting mistakes, fearing negative consequences. As a result, opportunities for learning and personal development are limited, and individuals may become stagnant in their roles. This shows that a lack of culture where employees can speak their minds not only hampers organizations’ growth but also creates stagnation for the employees.

According to a study, diversity of thought increases an organization's effectiveness. Groups of people having various life experiences, as opposed to those with the same life experiences, are better equipped to identify issues and suggest innovative solutions. Nevertheless, what if certain team members are apprehensive about speaking up? They may not express their apprehensions, ask provocative questions, or put forth original ideas because they fear rejection.

The Fearless Organization by Amy Edmondson [1,2] Fostering Psychological Safety at Work for Learning, Creativity, and Development details that the assurance that you will not suffer penalties or endure humiliation for sharing your opinions, concerns or mistakes is known as psychological safety. “Harvard Business School professor Amy Edmondson [3] coined psychological safety.” She describes it as “a shared understanding that the team is safe for interpersonal risk-taking.” According to Edmonson & Jeff Polzer of the Harvard Business School [1,3,4], norms are crucial for psychologically safe workplaces and encouraging participation. When people feel uncomfortable discussing unproductive initiatives, the Organization cannot avoid disaster. When employees are completely engaged, the Organization can leverage all its people's skills. This is possible only when organizations encourage employees to speak fearlessly.

Consequently, this study paper examines how psycho- logical safety affects team learning, team efficacy, and Productivity. The study aims to add to the body of knowledge by elucidating the complex relationship between psychological safety and these significant consequences. This study may have been used for businesses looking to foster a culture of cooperation and teamwork that results in high-caliber output and team effectiveness.

Members of the Team have grounded reason, with which team leaders may directly interact via a leadership process of discovery [5]. The author does this by using a case-based argument. The investigation proves that leaders may more and more successfully adapt their leadership behaviours to boost trustworthiness, psychological safety, and teamwork when they use relationship discovery techniques. The notion that dyadic-level research is more psychologically secure and consistently productive than team research in the majority of a study of dyadic and Team discovery instances lends support to work team setups. This is a significant discovery because numerous “actions” and “organization development” techniques now use group-level interventions to identify individual-level rationality [5, 6].

The internal psychological psychosocial working condition, which mainly studies further, investigates issues pertinent at the team level of Analysis. A study by [4] found that a vital component of comprehending cooperation and learning in businesses is knowing how individuals view the interpersonal atmosphere in the teams with whom they collaborate. Mutual respect and trust, the book's overarching theme, are essential to this social atmosphere. In this chapter, I demonstrate how such an environment, which the author refers to as one of psychological safety, encourages individuals to contribute their thoughts and behaviors to group projects willingly. In a later section, the author argues that psychological safety is crucial for small groups, just as trust is crucial for dyadic interactions. The statements made by individuals participating in team activities can be used to infer the presence or absence of psychological safety. In response to an open-ended question inquiry like, “How is it to work in this team?” team members almost instantly provide remarks that show the presence or lack of psychological safety in their teams.

Two dyadic psychological safety concepts are presented. Psychological safety for oneself and other people mitigated the effects of supervisor threat sensitivity on the likelihood that a subordinate will voice a disagreement, give direct feedback, and point out problems to a supervisor [7]. It also moderated the effects of supervisor face giving on acknowledging mistakes and asking for help. Additionally, it simulates how “team efficacy” and “team psychological safety” affect learning and performance [8] in collaborative organizational work teams. According to a study that looked at antecedent, process, and outcome variables for 51 work teams in a manufacturing organization, learning behavior is related to the Team but not to team performance.

Relational coordination is one way in which high-quality partnerships are specifically expressed [5]. The author investigated the relationship foundations of learning from mistakes in companies by referring to the idea of high-quality connections. We investigate how the relational components of relational coordination objectives, mutual respect, and shared knowledge— pursue psychological safety and allow members to encourage in learning from mistakes. Our mediation model, which considers the outcomes of two studies, lends credence to the idea that psychological safety influences the link between good relationships and effective organizational learning.

Study was conducted with 894 employees and 222 direct supervisors in a prominent US financial institution to look at ethical leadership's causes and effects. Conscient- iousness and agreeableness were positively correlated with direct reports' assessments of the leader's ethical leadership, although neuroticism was not [9]. According to their immediate superiors, leaders' moral integrity affects the verbal behavior of their followers. The followers' assessments of their psychological safety were a mediating factor in the association between these two variables. There are discussions about the implications for future research on ethical leadership and strategies for strengthening both leaders' and non-leaders ethical behavior [4]. Organizational practices for failure learning are examined. The failure-based learning approaches include a social and psychological safety component. In Israel, data were collected from 138 people from 32 groups representing various industries. The study shows that psychological safety and behavior based on learning from failure may occur in high social capital organizations. Additionally, it was discovered that social capital is associated with failure-based learning behaviors both directly and indirectly through psychological safety. The methods organizations employ to increase Analysis were done on learning capacities and how they affected personal levels. The effects of organizational learning and failure are then looked at.

To fully engage employees' creative potential and take advantage of valuable distributed information, organizational communities of practice (OCoPs) are being used increasingly [10]. As OCoPs' reach expands globally, they must rely on electronic communication channels to draw global work involvement [11] and abilities. Can the variety of these worldwide OCoPs' nationalities improve or worsen their performance? Information on group performance in a Fortune 100 US-based multinational mining and minerals processing corporation was gathered from more than 200 respondents of 30 worldwide OCoPs. According to this study, the degree of use of a rich communication medium and psychological safety reduced the curvilinear link. When groups displayed more excellent psychological safety and media use for communication, the scale altered from favorable at the top to less terrible at the bottom, strengthening the relationship between nationality diversity and performance [2]. Teams today experience enormous change; therefore, learning and adjusting to it is essential. However, a crucial learning component entails questioning presumptions and openly discussing disagreements within a community - actions that could embarrass or endanger others. How can team leaders create a climate where team members feel comfortable taking risks with one another to grow? Findings revealed that psychological Teams with mastery goal instructions demonstrated higher levels of safety and learning behavior than teams with performance goal instructions or no goal instructions, according to a study of 71 teams. The psychological safety of the group acted as a bridge between learning behavior, performance goal instructions, and mastery. We can better understand the relationship between leader-assigned goals, psychological safety, and team members' learning behaviors thanks to results that also provide solutions for fostering these processes.

Further, Understanding how to encourage employees' voice behavior has received much research [12]. However, because they have not adequately considered the mediating role of cognitive and mental processes, previous studies have yet to explore the voice behavior process. To close this gap, this work constructs and tests a theoretical model that emphasizes Using psychological safety as a buffer between speech and social interactions. The largest express transportation company in Taiwan's 652 employees provided the data. The study's hypotheses were tested through an examination of structural equation modeling. According to empirical findings, there is a connection between speech behavior and employees' perceptions of their connections with managers and co-workers. Future research topics are suggested, and the implications for management and research in practice are discussed [13]. Participants are at risk for accidents and dangers due to the nature of building projects and how they are delivered. Employees can make sense of workplace safety measures and modify their behavior by using the safety atmosphere as a frame of reference. Although there is much research on safety climate, more must be done to look into how a safety climate develops. An excellent place to start would be to investigate. How can safety climate be operationalized at the personal level or psychological safety climate? This research creates a conceptual framework for creating a psychologically safe environment and offers a preliminary validation, taking the stance that projects are social activities. According to the model, management can make efforts from structural, perceptual, interaction, and cultural aspects to establish the ideal psychological safety climate. Further empirical studies can be developed on the model to present a more detailed and convincing illustration of the variables influencing safety behavior.

The instructors' assessment of the learning environment had higher psychological safety levels and more variation than the students [3]. The psychological well-being of pupils and teachers' opinions of their psychological safety were significantly correlated; positive aspects of students' well-being, such as emotional comfort, self-assurance, and increased cognitive activity, were established in classrooms where teachers felt a high level of psychological safety [14] Age diversity is associated with learning in on-site industrial training groups in a negative manner that is only moderated by knowledge sharing and psychological safety climate (perceived but not objective).

Employees are comfortable taking interpersonal risks in psychologically safe environments, such as calling out errors. A strong correlation was found between reporting intentions and psychological safety, so this climate aspect can significantly help enhance patient security and reduce costs.

Psychological safety influenced transformational learning outcomes, which included social support, an attitude towards ambiguity, and criticality [15]. This was the first time the term “transformational learning” was in workplace research and examined the connection between transformational learning and psychological safety.

There is an increasing interest in explaining the complex relationships among the variables of the study.

2.8. Conceptual Model

The conceptual model is described in Fig. (1).

Fig. (1). Conceptual model.

The quantitative research method was used in this study with the objective of establishing the correlation and impact of Psychological safety (independent variable) and Team Efficacy, team productivity, and team learning behavior (dependent variable.) A questionnaire consisted of statements using the 5-point Likert scale that covered all the constructs. Questions on psychological safety were the modifications of Dr. Edmondson’s original 7 statements (Table 1).

To assess the construct’s dependability, Cronbach's alpha was determined. The table below provides the details.

The questionnaire was distributed to a sample of 150 participants. Snowball sampling and convenience sampling were used to gather the sample. These sampling strategies are non-probability ones by using a questionnaire. Also, the respondents were requested to share the Google form with their peers, supervisors, and subordinates. However, the criteria that the participant should be a team member was employed, after which the sample size was reduced to 101. Regression analysis was employed to test the hypothesis (Table 2).

From the above table, it can be inferred that there is a strong correlation between Team psychology safety and team learning activity and team efficacy. But the relation with team productivity is weak. However, team productivity and team learning are moderately coordinated.

Regression Analysis was used to predict the Outcome (Team learning, Team Efficacy, and Team productivity) on the value of Team psychological safety. Similarly, 2nd model was generated to predict team efficacy and team productivity from the values of team learning. 3rd model was generated to predict team productivity using the values of Team Psychological (Table 3).

The significance level of all the models where p<000, which indicates that the models were very well predicted the outcome.

From this research study, we can see that:

• (1) An increase in work quality is favorably correlated with learning behavior in teams.
• (2) Learning behavior and the Team's psychological safety are favorably correlated in organizational work teams.
• (3) The Team's effectiveness is positively impacted by team psychological safety.

The research aims to check if psychological safety affects learning behavior, team efficacy, and Quality of work on general employees. When employees believe they can be themselves without fear of repercussions, especially in a team environment, they have reached psychological safety. Due to the pandemic, it became increasingly clear that employees should work in a setting that allows them to be themselves without fear of reprisal. A more open environment was necessary as businesses and employees had to adapt to various situations.

Building psychological safety will pay off greatly for any organization, whether it be a start-up, a multinational corporation, a charitable organization, or a governmental entity. Creating psychological safety within your business offers several tangible benefits, such as boosting innovation, creating better ideas and products that delight your customers, and lowering the likelihood of failures, infractions, and non-compliance.A joyful workforce increases the bottom line of your business or organization by taking more measured risks, raising issues earlier, sticking with the Team longer, and being more flexible to change and outside difficulties. You can achieve your goals and build happier, more engaged employees by fostering psychological safety, regardless of whether your organization is more risk-averse and conservative or quick-moving and inventive.

Developing an inclusive and supportive environment at work is critical to promote psychological safety. Top management should aggressively seek employee opinion, participate in decision-making, and avoid becoming defensive while hearing feedback. Listening to all points of view, expressing thanks, and admitting mistakes all contribute to a culture of progress. Avoid domineering dialogues, promote evaluation and guidance, and assist team members from other teams. Encourage employee growth and best efforts by supporting underrepresented individuals and involving the entire workforce in critical conversations. Avoid discussing others with select personnel and ensure equitable task distribution. By applying these suggestions, a workplace can create psychological safety and empower individuals to excel.

Ask for input as frequently as you can, especially if you are in the top leadership.

Participate with your Team in decision-making.

When receiving feedback, resist the need to become hostile or resentful.

Actively listen to all viewpoints and concerns, and always respond to others with gratitude.

Openly acknowledge your errors and promote growth from them.

Refrain from taking over the conversation (particularly if you encourage everyone to participate).

Urge others to evaluate you.

Ask for guidance from others while you work on your areas of development and improvement.

Even team members from other teams should be checked on.

People should be asked how you can support their growth and best efforts at work.

Sponsor or mentor underrepresented employees, even those from other teams.

Include your entire staff in crucial conversations whenever you can.

Refrain from discussing other team members, including other employees, with one or a few team members.

Make sure top performers are not “rewarded” with additional work while other team members are given more straightforward assignments by regularly checking your Team's workloads.

The findings of this research study provide valuable insights into the relationship between psychological safety, learning behavior, work quality, and team efficacy in organizational settings. The results indicate several important correlations highlighting the importance of fostering psychological safety within teams.

The study found a positive correlation between work quality and team learning behavior. This suggests that when team members feel psychologically safe, they are more likely to engage in continuous learning, share knowledge, and strive for higher work quality. This finding aligns with previous research emphasizing the role of psychological safety in promoting a learning-oriented culture within teams.

Secondly, the study revealed a positive correlation between learning behavior and team psychological safety. This implies that when teams perceive a high level of psychological safety, they are more likely to engage in learning behaviors such as open communication, constructive feedback, and knowledge sharing. This finding emphasizes the role of psychological safety as a facilitator of learning processes within teams.

Lastly, the research demonstrated that psychological safety positively impacts team effectiveness. Teams that perceive a higher level of psychological safety are more likely to experience improved efficacy in their work. This finding underscores the significance of creating an environment where team members feel safe to take risks, voice their opinions, and contribute their unique perspectives.

The current study aimed to explore the influence of psychological safety on learning behavior, team efficacy, and work quality among general employees. Given the challenges posed by the pandemic, the importance of psychological safety in the workplace has become increasingly evident. Creating an environment where employees can be themselves without fear of reprisal is crucial for their well-being and productivity.

Building psychological safety within organizations offers numerous tangible benefits. It promotes innovation, enhances the generation of ideas, improves product development, and reduces the likelihood of failures and non-compliance. Furthermore, fostering psychological safety leads to a more joyful workforce that takes measured risks, raises concerns promptly, exhibits greater loyalty, and adapts more effectively to change.

To increase psychological safety in the workplace, several suggestions can be considered. Leaders should actively seek employee input, participate in decision-making processes, and respond to feedback with gratitude. They should also create an atmosphere of open dialogue, encourage self-reflection, and support personal growth and development. Additionally, it is essential to include all team members, even those from different teams, in important conversations and foster a culture of respect and fairness.

In conclusion, this study contributes to understanding psychological safety and its impact on team dynamics and performance. The findings emphasize the need for organizations to prioritize psychological safety to foster learning, improve work quality, and enhance team efficacy. By implementing the suggested strategies for increasing psychological safety, organizations can create a positive and inclusive work environment that benefits both employees and the organization’s overall success.

This study's primary shortcoming is that it was conducted with a small sample of participants, along with it convenience sampling technique was used. The study can be done on a large scale with a significant sample size. The study could be done in other various fields like educational institutions. The study might not have accounted for all potential confounding variables that could influence the relationships being examined. Factors like organizational culture, team dynamics, or individual differences might have influenced the results. Future research could consider controlling for or including these variables to enhance the validity of the findings.

Understanding the impact of psychological safety on quality work, team learning, and team efficacy can help organizations establish a climate that supports cooperation, risk-taking, and creativity. This, in turn, can lead to enhanced team performance and production. Psychological safety fosters a friendly and inclusive work atmosphere where employees feel comfortable expressing their thoughts, concerns, and opinions. This can lead to enhanced employee well-being, job satisfaction, and engagement. Researching psychological safety can provide insights into fostering trust, open communication, and constructive feedback within teams. This understanding can help leaders and managers develop strategies to build and maintain positive team dynamics. Organizations prioritizing psychological safety are likely to attract and retain top talent. When employees feel safe and supported, they are more likely to stay in the organization, reducing turnover costs and increasing employee loyalty.

This study on psychological safety and its impact on various team outcomes can contribute to developing and refining psychological safety theory. It can further help researchers deepen their understanding of how psychological safety influences team performance and effectiveness.

By investigating the relationship between psychological safety, quality work, team learning, and team efficacy, the study also contributes to the existing body of knowledge on team effectiveness. It can provide empirical evidence and insights into the factors that promote positive team outcomes.

Psychological safety is a critical aspect of organizational behavior. The study's findings can inform future research in areas such as team dynamics, leadership [33], and organizational culture, shedding light on the role of psychological safety in shaping these factors.

Overall, studying the power of psychological safety and its impact on quality work, team learning, and team efficacy has the potential to inform practical interventions in organizations while advancing theoretical understanding in the field of organizational behavior.

All businesses depend on people to succeed, which is the one thing they have in common. Moreover, psychological safety is necessary for individuals and teams to operate effectively (perhaps now more than ever) in distributed and hybrid work environments). Leading management thinkers, consultants, and psychologists have all continued to research psychological safety, including how to create it and how it changed throughout and after the pandemic. With this in mind, the research concludes that team dynamics are significantly impacted by psychological safety, team learning, and team efficacy in teams. Psychological safety is essential for group effectiveness since it involves brainstorming with colleagues. With no fear in them to speak out, they would be able to give their ideas, which may or may not be helpful for the organization.

Team learning is also affected by psychological safety as in every organization; knowledge transfer exercises are conducted; during these exercises, if the individual/employee may not be able to speak up that they could not understand something or answer a simple thing, it affects the job he/she/they are doing which in turn affects the Team Productivity of work.

Since the research only focuses on team learning, Quality of work, and team efficacy, it can further be researched on Team Leadership, Mentoring/coaching [33-35].