Authors: Andrew Gaudes
This paper presents the results of a study that involved 26 virtual team workers distributed across all provinces and territories of Canada. The data reveals a relationship between virtual team workers that reported their work environment to possess elements of a psychologically safe workplace and that were willing to participate in virtual team initiatives in the future. The study findings underscore what was only suggested in earlier literature that it is indeed better from the perspective of employee retention for employing organizations to provide a psychologically safe work environment for virtual team employees, rather than to experience regret as a result of increased resources allocated to recruiting and a loss of tacit memory due to a high level of organizational churn. Recommendations for optimal workplace conditions are offered that promotes a virtual team environment setting considered psychologically safe.
Keywords: virtual teams; psychological safety; leadership