Publication Date

Summer 2020

Degree Type


Degree Name

Master of Science (MS)




Howard Tokunaga


change management, leadership, organizational change, organizational change readiness, psychological safety

Subject Areas

Occupational psychology; Organizational behavior; Behavioral psychology


The purpose of the current study was to examine the mediating effect of psychological safety on the relationship between authentic leadership and organizational change readiness in the workplace. A total of 107 employees participated in the study, which utilized online survey distribution. Results showed that psychological safety partially mediated the relationship between authentic leadership and organizational change readiness. In other words, the more employees perceived their leadership to be authentic, the more likely employees felt safe taking risks at work, which in turn, increased employees’ emotional and cognitive inclination to adopt and embrace organizational change. Based on these findings, organizations contemplating planned organizational change should concentrate their efforts on strategies that enhance authentic leadership to foster an environment in which employees feel safe taking risks, which is likely to increase employees’ levels of organizational change readiness.