Dinamika Kerentanan dan Keterbukaan dalam Pengambilan Keputusan Partisipatif
Keywords:
employee engagement, psychological safety, vulnerability, leadership, shared decision-makingAbstract
Employee involvement in shared decision-making has complex implications in the context of vulnerability to leadership figures. Psychological safety enables employees to participate authentically without fear of negative consequences. Leaders influence psychological safety through exemplary behavior, invitations to participate, and responsiveness to feedback. Vulnerability is both a risk that must be managed and a necessary condition for openness and learning. Procedural safeguards require the support of informal norms that value openness. Voluntary participation yields higher-quality input but can reinforce voice inequality. Cultural differences in power distance influence the meaning of participation. Ignoring vulnerability leads to individual stress, reduced group cooperation, and a loss of organizational learning capacity. The meaning of employee engagement depends on the quality of leader-subordinate relationships and systems that protect participants.
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