Psychological safety is becoming a major topic in the study of organizations as a significant contributing condition to engagement and overall effectiveness at the workplace. With the current state of the work being highly dynamic, uncertain, and demanding of high performance, the nature of perceptions on interpersonal safety is a factor in determining the willingness of employees to share ideas, speak up, and devote full dedication towards their jobs. This paper critically evaluates psychological safety and its connection with engagement of employees based on the hypothesis of synthesizing theoretical viewpoints and empirical results in the literature on organization behavior and management. The review focuses on the major antecedents of psychological safety, such as leadership behaviors, organizational culture, team dynamics, and defines the thought processes, emotions, and actions of how psychological safety promotes engaging. As much as available literature points out a positive correlation between the psychological safety and employee engagement, cultural differences, power relationships and threat of lower responsibility are outlined as limitations in the analysis. The paper concludes that psychological safety is more of an enabler of sustainable employee engagement, innovation as well as organizational resilience than a mere factor of supportive climate
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