Evidence Based Approach​​

 

I am an organisational psychologist and a listening researcher.

 

In our recent studies we found that:

Listening and inclusive leadership increase psychological safety.

Psychological safety in teams was found to increase creativity, learning and performance (on variety of measures).

Asking questions is powerful, find out more here

Listening, Inclusive Leadership and Psychological Safety
Research

If you are still suspicious or just curious, here you'll find great theoretical and empirical evidence on the power of listening, inclusive leadership and psychological safety.

The perceptions of listening quality are inherently dyadic

Kluger, A. N., Malloy, T. E., Pery, S., Itzchakov, G., Castro, D. R., Lipetz, L., Sela, Y., Turjeman-Levi, Y., Lehmann, M., New, M., & Borut, L. (in press). Dyadic Listening in Teams: Social Relations Model. Applied Psychology: An International Review.

Listening increases psychological safety (for most)

Castro, D. R., Kluger, A. N., & Itzchakov, G. (2016). Does avoidance‐attachment style attenuate the benefits of being listened to?. European Journal of Social Psychology, 46(6), 762-775.

Listening increases the speaker's creativity via sense of psychological safety

Castro, D. R., Anseel, F., Kluger, A. N., Lloyd, K. J., & Turjeman-Levi, Y. (2018). Mere listening effect on creativity and the mediating role of psychological safety. Psychology of Aesthetics, Creativity, and the Arts.

Most of the things you should know about psychological safety

Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 23-43.

You may lose more from not asking sensitive questions than what you gain from being overly sensitive

Hart, Einav and VanEpps, Eric and Schweitzer, Maurice E., I Didn’t Want to Offend You: The Cost of Avoiding Sensitive Questions (June 24, 2019). Available at SSRN: https://ssrn.com/abstract=3437468 or http://dx.doi.org/10.2139/ssrn.3437468

The power of listening in changing the mind!

Itzchakov, G., Kluger, A. N., & Castro, D. R. (2017). I am aware of my inconsistencies but can tolerate them: The effect of high quality listening on speakers’ attitude ambivalence. Personality and Social Psychology Bulletin, 43(1), 105-120.

 

Hirak, R., Peng, A. C., Carmeli, A., & Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107-117.

Van Quaquebeke, N., & Felps, W. (2018). Respectful inquiry: A motivational account of leading through asking questions and listening. Academy of Management Review, 43(1), 5-27.

The predictors of team performance might surprise you... see it here

Woolley, A. W., Chabris, C. F., Pentland, A., Hashmi, N., & Malone, T. W. (2010). Evidence for a collective intelligence factor in the performance of human groups. science, 330(6004), 686-688.