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Increasing Trust, Psychological Safety, and Team Performance Through Dyadic Leadership Discovery

Boston College

In this article, the author uses a case-based argument to explore the idea that team members have grounded rationality, which may be actively learned by team leaders through a process of leadership discovery. The analysis reveals evidence that leaders using dyadic discovery methods learn more and more effectively customize leadership behaviors to increase trust, psychological safety, and team performance. A comparison of dyadic and group-level discovery cases lends support to the theory that dyadic-level discovery is psychologically safer and more consistently effective than is group-level discovery in most work team settings. This is an important finding, as many "action" and "organization development" methods presently rely on group-level interventions as a means of uncovering individual-level rationality.

Key Words: trust • psychological safety • teamwork • leadership • grounded rationality • intervention

Small Group Research, Vol. 39, No. 2, 224-248 (2008)
DOI: 10.1177/1046496408315988


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