Lately, there’s been an increase in attention on psychological safety lately, and that’s a good thing. However, organizations get stuck is in the assumption that strong policies and consistent enforcement are enough. Policies matter and enforcement matters, but they don’t fully convey that what happens in everyday interactions determine whether people speak up, ask questions, or flag concerns early.

The link between emotional intelligence and psychological safety

There is a clear link between a leader’s emotional intelligence and psychological safety. Psychological safety is built or eroded through leadership behaviour, especially under pressure. You see it in how leaders respond to questions, how they handle disagreement, how they react when someone makes a mistake, and whether they can stay steady when the information is inconvenient or slows things down. Those moments are small, but they are memorable, and they teach people what is welcome and what is not.

As an executive coach, I spend a lot of time with leaders who are technically excellent. They know their field, they respect procedures, and they deliver results. The challenge is that technical competence does not automatically translate into people feeling safe around you, particularly when tone, impatience, or defensiveness sends a subtle message that it is better to keep things simple, agreeable, and fast.

What undermines psychological safety is often not dramatic

It can be a quick dismissal when someone raises a concern, a public correction that could have been handled differently, or a lack of curiosity that quietly teaches people to keep their thoughts to themselves. Over time, people say less, bring fewer issues forward, and wait until problems are too obvious to ignore.

That is when policies start to look strong on paper while the organization loses valuable information in practice. Near misses do not get mentioned, small hazards become normal, assumptions go unchallenged, and risk builds without the early warning signs leaders depend on. If bad news cannot travel, leaders end up flying blind, even in organizations that look highly disciplined from the outside.

Building psychological safety and respect in the workplace

This is why emotional intelligence is not an optional add-on for leadership. It directly shapes whether truth travels, whether learning happens, and whether teams stay engaged when things get hard. If an organization has strong policies but bad news still struggles to move upward, it is worth looking closely at the leadership behaviours people experience every day, not only the formal system that exists in writing.

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Written by Dr. Steve Conway | Director of Leadership and Psychological Safety
Originally shared via  LinkedIn

Editor’s note: Contact Steve to schedule a one-on-one leadership coaching session. Additionally, Steve provides a range of training and leadership coaching to meet specific organizational needs. From respectful workplaces to bullying and harassment, connect with Steve to identify what your team needs to get the specific, meaningful education needed for a welcoming, safe, and inclusive work environment.