The recent headline, ‘UCC faculty fury’, in the Jamaica Observer caught my eye like the first flicker of lightning before a gathering storm.

Faculty members have raised serious concerns about compensation, campus safety, workload, and, perhaps most troubling, the administration’s silence in response to repeated calls for dialogue. Equally alarming is the claim that many faculty members are afraid to voice their concerns. Sounds familiar? It’s a troubling pattern in many workplaces across Jamaica and beyond. The real issue here is the lack of psychological safety. This a critical problem that decreases the health and productivity of any organisation.

Psychological Safety Literacy

Psychological safety, a term popularised by Harvard Business School Professor Amy Edmondson in the 1990s, refers to an environment in which individuals feel comfortable expressing themselves without fear of negative repercussions. Edmondson observed that when employees feel secure enough to express their thoughts, share ideas, and raise concerns without the fear of retaliation, it results in improved decision-making and problem-solving. Yet we’re too often left with the opposite, with employees retreating into silence, afraid of the very people meant to lead them.

According to Edmondson, psychological safety is built on strong leadership practices such as establishing clear expectations to create fairness and consistency. Therefore, even when employees challenge the status quo and share different perspectives, leaders must respond humbly to challenges and turn difficult conversations into growth. But are current “leaders” even cognisant of the concept of psychological safety and the role it plays within their organisation? Too often people are given power but lack the training and insight to lead effectively — and this failure to lead is hurting employees.

Leadership without psychological safety literacy is like a bad sitcom. On the surface, everything seems fine, but underneath there is tension. The laughter may be canned, but the underlying discomfort is palpable. Thus, psychological safety literacy is needed to empower leaders to create positive, open, and productive environments. Without this crucial literacy, leaders may inadvertently create toxic workplaces, which leads employees to constantly walk on eggshells. I have been there, and I have seen first-hand how employees stop engaging, stop taking risks, and simply try to survive rather than thrive. Leaders need to be equipped with the literacy to create safe spaces.

LeaderS vs ManagerS

One of the biggest obstacles to striking the right balance in an organisation is that many individuals who hold leadership positions are, in reality, just managers. Consider the fundamental distinctions:

1) Leaders focus on creating and sharing a compelling vision that inspires others to follow, whether pushing boundaries or challenging the status quo. Managers focus on executing the vision and maintaining stability.

2) Leaders lead by influence; they build trust and respect through their actions, words, and values. Their authority comes from their ability to inspire and empower others. Managers, on the other hand, often rely on positional authority and the power of their title to get things done. They are more likely to direct and use their authority to enforce rules and processes.

3) Leaders are focused on developing people, encouraging personal growth, and empowering their teams to take initiative. They mentor, coach, and support their team members’ career development. Managers are more task-oriented and ensure that projects are completed on time, on budget, and to the required standards. While they may manage people, their focus tends to be on performance and results rather than individual growth.

Consequently, management should never be confused with leadership. Leadership is about inspiring others and guiding teams through challenges. As leadership expert Northouse pointed out, too many organisations promote individuals based on seniority or credentials, without assessing their ability to inspire, communicate, or shape a positive culture. A title alone doesn’t make someone a leader. Without proper training in key areas like conflict resolution, empathy, and effective communication, these “leaders” often default to managing by the book, enforcing rules and procedures, instead of nurturing the potential of their teams.

Dangers of Ignoring Psychological Safety

In the absence of psychological safety, workplaces turn into minefields. Employees may begin to feel more like replaceable parts in a system than valued team members. Thus, they may quiet quit — do the bare minimum until it is time to leave, remain silent, and become disgruntled. The consequences? Unsolved issues, unhealthy conflict, distrust, disengagement, and lower productivity and morale. Ignoring psychological safety is dangerous, especially in settings in which open dialogue and collaboration are key to success.

Harvard Business Review highlights that workplaces with low psychological safety are plagued by stress, burnout, and high turnover. This isn’t just theory; it is a reality that many organisations are facing. In fact, this is precisely what UCC faculty members have described. It is an institutional issue that affects the entire organisation’s health and progress.

To increase psychological safety, leaders need to first create a culture of openness. It is important that vulnerability is accepted and encouraged. Leaders need to lead by example. This can be done through modelling transparency, admitting mistakes, and showing empathy when others do the same. Furthermore, leaders should be intentional about creating a supportive environment in which feedback is constructive and aimed at growth. Encouraging team members to speak up and share ideas, concerns, or feedback without fear of backlash is needed for building that trust. Leaders can also invest in training for conflict resolution, empathy, and communication skills to help their teams handle challenges in a healthy way.

Careful, though!

While psychological safety is crucial, it needs to be balanced with clear boundaries. In some cases, overly prioritising safety can lead to excessive leniency, lack of accountability, or complacency. Speaking up about every issue can derail focus and slow down decision-making. Encouraging open communication without proper structure may lead to endless debates rather than moving towards solutions.

Additionally, psychological safety does not mean that every idea will be accepted or that everyone’s opinion is always right. Leaders need to ensure that an open environment for dialogue also supports accountability and constructive critique so that discussions are productive and lead to real change.

Psychologically Safe Spaces for Jamaican Employees

Investing in psychological safety and effective leadership is beneficial for employees and crucial for retaining talent and building a stable, motivated workforce. Leaders who are trained in effective leadership know that transparency and accountability are vital for trust. Making this change is not complicated, but it requires training, courage, honesty, and a willingness to break down traditional power structures.

Leadership training equips managers to be transparent, to follow up on promises, and to take responsibility. Employees need to have the freedom to speak their minds without the fear of losing their job security. I strongly believe with the right mindset, we can drive real change and make our organisations stronger, more agile, and better equipped to build happier, more engaged employees.

Dr Shalieka Burris is an academic literacy lecturer at the University of Technology, Jamaica. She is a leadership specialist with expertise in teamwork development, emotional intelligence, and organisational intelligence.