Do leaders need psychological safety too?
Picture this: a supervisor is juggling the demands of leading their team while managing expectations from above. They’re expected to inspire, support, and build trust among their staff, yet behind the scenes, they’re navigating uncertainty and stress themselves. It’s a familiar scene, but one that raises an important question: who ensures that leaders feel psychologically safe?
Much of the conversation about psychological safety focuses on employees—and for good reason. Creating a safe environment where team members can express themselves without fear of judgement or reprisal is essential for healthy, high-performing workplaces. But what about the psychological safety of the very people tasked with fostering that environment?
Leaders, too, need to feel psychologically safe if they’re to lead effectively.
Why Psychological Safety Matters for Leaders
Leaders set the emotional climate of their teams. If they feel unsupported or continually judged, that tension can subtly transfer to their interactions with others. A leader who is worried about being criticised for decisions might shy away from taking necessary risks, stick to "safe" choices, or micromanage out of fear.
Over time, this can lead to a stagnating team dynamic, where innovation takes a backseat to maintaining the status quo.
On the other hand, when leaders feel safe, supported, and confident in their roles, it creates a ripple effect. They’re more likely to take thoughtful risks, show vulnerability, and model the behaviours they hope to see in their teams. This sense of security not only benefits the leader but empowers the entire organisation.
The Consequences of Overlooking Leaders’ Psychological Safety
The expectation that leaders should be the constant source of stability can leave them vulnerable to burnout. Without avenues to express their own doubts or struggles, they risk feeling isolated. It’s no surprise, then, that a lack of psychological safety can lead to:
Decision Paralysis: When leaders second-guess themselves, progress slows.
Emotional Exhaustion: The pressure to "always be on" can erode resilience over time.
Trickle-Down Insecurity: An anxious leader inadvertently passes that unease to their team.
The result? Organisations miss out on innovative leadership, and teams lose their trust in leadership.
Who’s Responsible for the Psychological Safety of Leaders?
Building psychological safety for leaders isn’t the responsibility of one person or department—it requires a combined effort from the organisation, peers, and the leaders themselves.
Organisations: Leadership culture starts at the top. When executives model openness and vulnerability, it normalises the idea that leaders can seek support without fear of judgement. Creating structured opportunities for feedback and peer support is also essential.
Peers: Fellow leaders often have the most insight into the unique challenges of leadership. Encouraging peer networks or mentoring programs can create a safe space for sharing challenges and exchanging strategies.
Leaders Themselves: While support systems are vital, leaders must also advocate for their own well-being. This includes setting boundaries, practising mindfulness, and seeking feedback to stay connected with their teams and stakeholders.
How Organisations Can Support Their Leaders
Organisations that prioritise psychological safety for their leaders see the benefits ripple throughout their teams. Here are some practical ways to make it happen:
Offer Leadership-Specific Mental Health Support
Programs tailored to the pressures of leadership can provide tools for navigating stress and maintaining balance.
Facilitate Regular Peer Discussions
Structured forums where leaders can openly discuss challenges help reduce isolation and encourage idea-sharing.
Normalise Vulnerability at the Top
When senior executives model vulnerability—sharing their own missteps or uncertainties—it creates a culture where asking for help is seen as a strength, not a weakness.
Build a Culture of Constructive Feedback
Leaders often feel most unsafe when feedback is absent or overly critical. Encouraging regular, balanced feedback can foster a sense of trust and reduce uncertainty.
Conclusion: Even Captains Need a Safe Harbour
Expecting leaders to create psychological safety for their teams without providing it for them is like asking a captain to navigate treacherous waters without a map. Leadership is demanding, and those demands require support systems that prioritise psychological well-being at every level. By ensuring leaders feel safe, we enable them to lead with clarity, courage, and compassion—and that benefits everyone.
Additional Resources
In my two-day Leadership course, we spend time discussing psychological safety as it is the number one factor that contributes to high performance in teams. Join me to discuss the impact of psychological safety and share practical tool and resources to build and support psychological safety in your workplace. During this program I also discuss a leadership competency framework, self-leadership and resilience and how to build and emotionally intelligent workforce.
I can also work with you to produce a customised program around supporting psychological safety for you and your team. Click on the buttons below for more details.