Abstract

Healthcare organizations operate in increasingly complex environments where effective communication, employee engagement, and patient safety are essential to organizational success. Despite the importance of employee voice, many healthcare professionals hesitate to express concerns, report errors, or share ideas for improvement because of perceived interpersonal and organizational risks. This study examines how leadership communication and organizational trust influence psychological safety and employee voice within healthcare organizations. Using a qualitative literature review, the study synthesizes scholarly research from healthcare leadership, organizational behavior, organizational psychology, healthcare management, and patient safety. The review explores major themes, including psychological safety, leadership communication, organizational trust, employee voice, employee silence, and organizational outcomes in healthcare settings. Findings consistently indicate that leadership communication and organizational trust play critical roles in shaping employees’ perceptions of psychological safety, which, in turn, influence their willingness to engage in voice behaviors. The literature further suggests that psychologically safe work environments contribute to increased employee engagement, organizational learning, reduced burnout, improved error reporting, and stronger patient safety outcomes. This study contributes to the existing body of knowledge by synthesizing current research and identifying implications for healthcare leadership practice and future research.

Date Created

July 12, 2026

Project Type

Capstone

College or School

College of Professional Studies Granite Division

Program or Major

Leadership

Date

Summer 7-12-2026

Language

English

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