Even High-Powered Leaders Need Psychological Safety

Psychological safety is often mentioned for people with less power—those lower on the social or organizational ladder. It refers to the feeling that it’s safe to express thoughts or feelings without fear of negative consequences. However, this need for safety applies to those at the top as well. Leaders, often expected to project strength, may also struggle with vulnerability, fearing that any perceived weakness could undermine their authority.

Take the example of Teresa, a Senior vice president at a Fortune 100 company who faced intense pressure during a period of layoffs. Though exhausted and emotionally drained, she felt obligated to put on a brave face and formulate a strategy for her team despite the uncertain future. For Teresa, revealing her true feelings felt risky as if it might cast her as a victim. Yet maintaining a fa?ade of strength also felt inauthentic, leaving her feeling isolated and depleted.

This scenario is more common than we realize. Leaders like Teresa can feel trapped in an unsustainable polarity—caught between showing vulnerability and preserving their image of strength. But what if vulnerability didn’t have to be equated with weakness?

Brené Brown , a leading researcher on vulnerability, highlighted this dilemma in her Netflix special Call to Courage . She told the story of her husband, Steve, who concealed his fears during a family vacation because expressing weakness as a man didn’t feel safe to him. However, by creating a space of understanding and psychological safety, Brown helped him open up, ultimately strengthening their bond. This story illustrates that vulnerability can be an asset, fostering deeper, more meaningful connections.

In the business world, this truth is echoed by leaders like Pfizer’s CEO Dr. Albert Bourla. In a podcast interview, Bourla reflected on leading his team through the immense pressure of developing a COVID-19 vaccine in a fraction of the usual time . Instead of masking his fears, Bourla chose transparency. He admitted his uncertainties but also expressed confidence in his team’s ability to deliver. His openness helped build trust, galvanizing the team around their shared mission.

It takes just as much courage for someone perceived as “strong” to show vulnerability as for someone seen as “less assertive” to speak up.

The key for leaders is recognizing that true strength doesn’t lie in maintaining a stoic front. Instead, it’s about embracing our full humanity—acknowledging our vulnerabilities while allowing others to do the same. This holistic approach creates a culture of psychological safety, enabling teams to thrive even in uncertain times.

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My name is Sharmin Banu; I've been coaching Fortune 500 and startup executives globally since 2009. My mission is cultivating sustainable success with purpose and joy. Through personalized coaching, my clients enhance their executive presence, amplify impact and influence, nurture emotional intelligence (EQ), foster career advancement, and boost team productivity. Email me for a free strategy call: [email protected]