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In the current international business environment employees are spending large amounts of their time in meetings. More than ever these meetings take place remotely and often have the problem that individuals in the meeting do not share information or opinions. Employees often stay in muted in meetings and allow one or two participants to drive the conversation. This habit is especially troublesome for problem solving meetings. Problem solving meetings invite individuals from different disciplines to share and brainstorm possible causes for issues related to poor company outcomes. Active and open contribution from all members is required to achieve the group goals. This study aims to find methods that will increase contribution amongst meeting participants in regular meetings as well as problem solving meetings. The study tested sixteen topics for their influence on contribution in meetings. This was done in a survey, that was distributed within a multination engineering corporation, and on LinkedIn. There was a total of 68 responses. These responses were then separated by above average and below average participation in problem solving meetings. Hypothesis testing was done on the total group and separately on the problem-solving group. Employee participation in decision making and psychological safety were found to correlate highly with Contribution in meetings for both groups. Psychological safety was found to be of even greater importance to problem solving group. This study demonstrates that to increase contribution in meetings, leaders should provide a psychologically safe climate where employees share in the decision making. Furthermore, a psychologically safe environment is critical in problem solving meetings where members of different disciplines with low familiarity take part.
Although workplace climate has been already extensively studied, the research has not led to firm conclusions regarding leadership trainings referring to the awareness of psychological safety in a company and its influence on existing teams and the general work climate. The author used the already existing model of Carr, Schmidt, Ford, & DeShon (2003) and adjusted it with psychological safety as 4th climate item to develop hypothesen which can also be seen as a path analytic model. The model posied that climate affects individual level outcomes through its impact on cognitive and affective states. Therefore, the author wants to show the correlation between the 4 higher order facets of climate affect the individual levels of job performance, psychological well-being and withdrawal through their impact on orangizational commitment and job saitsfaction (Carr, Schmidt, Ford, & DeShon, 2003).
This study aims to address the research gap surrounding the role of leadership in the formation of high-performance teams within startup companies. While there is existing research on high-performing teams, limited attention has been given to leadership in this environment. To bridge this gap, the study combines a literature review and qualitative analysis through semi-structured interviews with diverse stakeholders in startups, with the goal of providing practical guidance for startup executives based on the research findings. The study uncovers key aspects of leadership in high-performance teams, emphasizing the importance of skills such as motivation and support for team members, fostering psychological safety and trust, and effectively managing uncertainty. In addition to resource constraints and high expectations, the study sheds light on the challenges faced by leaders in startup and high-performance team environments, particularly the blurring of traditional leadership roles as team members seek autonomy and decision-making authority. These findings present opportunities for future research to explore this progressive leadership style. Overall, this study contributes to our understanding of leadership dynamics within high-performance teams operating in the context of startups. It offers valuable insights that can help startup executives navigate the complexities of leadership and foster the development of successful and high-performing teams.