dmondson, 2004). Moreover, studies have emphasised psychological safety as vital in decreasing employees’ errors and in increasing safety, thus highly important for environments like health care provision (Newman, Donohueb, & Evab, 2017). In reviewing the antecedents of psychological safety, Edmondson (2004) argues that the behaviours that position the leader as being approachable and available, inviting input, and modelling fairness and fallability is crucial for nurturing team psychological safety. Furthermore, studies also showed that leaders who encourage their members’ participation and exhibit orientation towards improvement manage to foster higher levels of psychological safety in their teams (Newman, Donohueb, & Evab, 2017). Leadership taxonomy distinguishes between transformational and transactional leadership. Bass theorised that while the transformational leader is motivating the followers by inspiring them to reach their common goal together, the transactional leader is using what could be considered a give&take approach in order to determine the followers to move towards their common goal (Bass & Bass, The Bass Handbook of Leadership: Theory, Research, and Managerial Applications , 2009). While Bass’ model for conceptualising leadership is focusing on the leader’s persona, positioning the leader at the core of leadership, the Leader Member Exchange (LMX) theory focuses on the relationship implied by leadership (Glynn & DeJordy, 2010). This theory emphasises the importance of leader-member dyads. It argues that leadership is a continuous exchange between the leader and every follower rather than being just a one-way process from leader towards followers (Graen & Uhl-Bien, 1995). Research has shown the potential positive effect of leadership style and LMX on performance. Transformational leadership was found to be associated with positive behaviours like learning (Raes, Lismont, Decupyer, & van den Bossche, 2013; Garcia-Morales, Jimenez-Barrionuevo, & Gutierrez-Gutierrez, 2012) and innovation (Garcia-Morales, Jimenez-Barrionuevo, & Gutierrez-Gutierrez, 2012; Gumusluoglu & Ilsev, 2009) but less is researched on transactional leadership’s impact. Moreover, LMX was shown to be a mediator in the relationship between transformational leadership and organisational citizenship behaviour (Wang, Law, Hackett, Wang, & Chen, 2005) but it is not clear whether a similar phenomenon is also valid for the transactional leadership.>