Psychological safety as a mediator between role overload and depression under conditions of unit cohesion

Purpose Based upon the Job Demands–Resources (JD-R) theory, this study aims to examine how role overload relates to depression through team dynamics. Specifically, this study focuses on whether psychological safety mediates the relationship between role overload and depression, and whether team cohesion functions as a boundary condition that shapes this relationship. Design/methodology/approach Survey data were collected from 311 soldiers in a non-deployed environment that is representative of a high job demands organization. Findings Psychological safety mediates the relationship between role overload and depression. However, this indirect effect depends on team cohesion. Under conditions of high cohesion, role overload is associated with reduced psychological safety, which in turn predicts higher levels of depression. These findings suggest that high levels of cohesion may intensify the negative effects of workload by increasing conformity pressures that limit interpersonal risk-taking. Research limitations/implications The cross-sectional survey design limits understanding the directionality of effects, and the military context may affect generalizability to other settings. Practical implications In high-demand work environments, organizations, leaders and teams should recognize that strong cohesion may suppress help-seeking and open communication. Interventions should focus not only on building cohesion but also on actively reinforcing psychological safety. Originality/value This study advances JD-R theory by identifying cohesion as a potential boundary condition of psychological safety that may impair potential long-term health outcomes under high job demand conditions, thus providing additional insight on how team dynamics may reduce the effectiveness of social resources under high job demand conditions.