The Quiet Power of Psychological Safety in the Boardroom
When Amy Edmondson first articulated the concept of psychological safety in the late 1990s, few could have anticipated its profound relevance to the very highest levels of organisational leadership. Yet two decades of research — and Meridian's own experience across hundreds of board-level engagements — consistently confirms that the ability of senior leaders to voice dissent, admit uncertainty, and challenge strategic orthodoxy without fear of reprisal is the single most reliable predictor of board effectiveness.
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