Source page: McKinsey & Company
Commentary
Just 26 percent of leaders create psychological safety for their teams
Organization | Leadership
February 24, 2021 – The benefits of psychological safety in the workplace—where team members feel they can take interpersonal risks and remain respected and accepted—are numerous. This interactive, highlighting a new survey on how leaders can create safer, higher-performance work environments, details the effects of leadership behaviors on employees’ mindsets and the quality of their work.
Interactive
To read the article, see “Psychological safety and the critical role of leadership development,” February 11, 2021.
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Visual form
Tabbed 2 by 2 donut-and-bar sequence.
Layout / body structure
The places two tabs at the top, with The survey data active in the embedded view and The employee experience beside it. Below the tabs is a 2 by 2 matrix whose rows track Support and consultation and whose columns track Challenge, so the reader moves across the top row, then across the bottom row, while comparing the four leadership-behavior combinations.
What is being compared
It compares four combinations of leader behavior: frequent support with infrequent challenge, frequent support with frequent challenge, infrequent support with infrequent challenge, and infrequent support with frequent challenge. For each combination, it also compares the share of team leaders in that quadrant and the share of respondents reporting a positive team climate.
Measurement system
Two measures are shown at once. The donut in each quadrant gives the percent of team leaders in that behavior pattern, and the horizontal bar beneath it gives the percent of respondents who say that pattern is associated with a positive team climate.
Visible structure inside the graphic
Every quadrant repeats the same visual recipe: a donut chart on top and a horizontal bar below, divided by light panel lines that make the matrix readable as four distinct states. The outer axes label Support and consultation on the left and Challenge on the bottom, so the page reads like a leadership-behavior map rather than a simple rank order.
Main takeaway from the visual
The behavior pattern associated with the strongest team climate is not the most common one. Leaders who frequently demonstrate both support and challenge account for only 26 percent of team leaders, yet that quadrant delivers the highest positive-team-climate reading on the page.
Key standout values or extremes
The top-right quadrant, where leaders frequently demonstrate both support and challenge, shows 26 percent of team leaders and the highest positive-team-climate reading at 72. The top-left quadrant shows 20 percent of leaders and 62 positive climate, the bottom-left quadrant is the most common at 41 percent of leaders but only 27 positive climate, and the bottom-right quadrant shows 13 percent of leaders and 32 positive climate.
Controls / sequence, when applicable
This page uses tabbed views. The viewer can switch between The survey data and The employee experience while keeping the same overall frame, which turns the visual into a two-view exploration instead of a single fixed panel.
Companion media, when applicable
There is no separate companion audio or video; the chart is the full visual on this page.