Psychological safety is often misunderstood as a cultural “nice to have,” rather than a critical leadership and safety responsibility. This article explores what psychological safety really is — and what it is not — examining how poor leadership capability, lack of training, and misuse of power can create psychologically unsafe workplaces. Drawing on neuroscience, workplace law and real-world experience, it highlights the personal, organisational and legal consequences of ignoring psychosocial risk, and why getting psychological safety right is essential for both people and performance.
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