How Do Leaders Build Psychological Safety? Insights from Semi-Structured Interviews

Abstract

The objective of this study was to explore how leaders build psychological safety within their teams, with a focus on identifying specific leadership practices and strategies that foster trust, openness, and inclusion in organizational contexts. This qualitative study employed a phenomenological design to capture leaders’ lived experiences of fostering psychological safety. Twenty-six leaders from diverse sectors in Kenya—including education, healthcare, financial services, technology, and non-governmental organizations—were selected through purposive sampling. Data were collected using semi-structured interviews, which lasted between 45 and 75 minutes. Recruitment continued until theoretical saturation was achieved. All interviews were audio-recorded, transcribed verbatim, and analyzed thematically with the support of NVivo 14 software. The analysis followed an inductive process of coding, categorization, and theme development to identify recurring patterns and practices. Three overarching themes emerged from the data. First, trust and interpersonal respect were found to be foundational, with leaders highlighting transparency, integrity, respectful communication, and confidentiality as essential for building safety. Second, supportive leadership practices—including encouraging voice, constructive feedback, empathetic support, reframing mistakes as learning opportunities, empowering autonomy, and recognizing contributions—were consistently emphasized. Third, creating open and safe team climates was identified as critical, achieved through open communication channels, inclusive norms, constructive conflict management, collective identity-building, reducing fear of negative consequences, and shared leadership responsibility. Across themes, leaders stressed that psychological safety is an ongoing relational process requiring consistent reinforcement. The findings demonstrate that psychological safety is cultivated through a combination of relational integrity, supportive practices, and intentional climate-building efforts by leaders. This study contributes to the literature by extending psychological safety research into the Kenyan context and offering practical strategies for leaders to foster safety, inclusion, and innovation within their teams.