Browsing by Author "Tiyisela, Manganyi"
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- ItemExploring psychological safety, supportive leadership behaviour and voice behaviour on employee engagement in the South African mining sector(Stellenbosch : Stellenbosch University, 2023-03) Tiyisela, Manganyi; Bailey, Lisa; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.ENGLISH SUMMARY: Research in psychological safety has grown exponentially in recent years. The growing reliance on teamwork and collaboration makes psychological safety an important topic in the contemporary working environment where organisations are consistently dependent on work groups to deliver business results. Despite the importance of psychological safety, we know little about how it affects voice behaviour and employee engagement. Limited research has earnestly focused on this topic in the South African context, specifically in the mining environment. Therefore, this disparity in understanding serves as a void in practice. The main aim of this study was to investigate whether psychological safety facilitates the contribution of voice behaviour and employee engagement. Furthermore, the research aimed to investigate the impact that supportive leadership behaviour has on psychological safety, voice behaviour and employee engagement. The research study was quantitative in nature in which an ex post facto correlational design was utilised. A diamond mining company based in South Africa participated in the research to which a self-administered survey with a total of 34 questions was distributed. Participation in the research was voluntary and no incentives were offered, in total 163 employees completed the survey. The findings reveal that psychological safety has a significant positive relationship with voice behaviour and employee engagement. In addition, voice behaviour has a positive relationship with employee engagement. Moreover, supportive leadership behaviour has a significant positive relationship with psychological safety and employee engagement. The findings also revealed that voice behaviour mediates the relationship between psychological safety and employee engagement, whilst psychological safety mediates the relationship between supportive leadership behaviour and employee voice behaviour. Finally, the study found that psychological safety does not mediate the relationship between supportive leadership behaviour and employee engagement. The outcomes of the study imply that the leader plays a pivotal role in driving important organisational outcomes such as employee engagement, creating a climate of psychological safety as well as enhancing employee voice in the work context.