Psychological Safety in Security Operations Centres (SOCS): Leadership, Team Dynamics, and Decision-Making in High-Risk Environments

Abstract

The operational success of Security Operations Centres (SOCs) depends not only on advanced technologies but also on the psychological and social dynamics of the teams that manage them. Despite the growing complexity of cyber threats, research on the human dimensions of cybersecurity remains limited. This theoretical paper proposes that psychological safety—the shared belief that interpersonal risk-taking is safe within a group—is a critical determinant of decision-making, collaboration, and resilience in SOC environments. Drawing on organizational psychology and human factors literature, we develop a conceptual model that positions psychological safety as a mediating mechanism linking leadership behaviors, organizational culture, and performance outcomes. We examine conceptual ambiguities, methodological challenges, and contextual barriers that constrain the development of psychologically safe environments in defense settings. We further identify emerging research frontiers related to human–AI interaction and leadership development for cyber defense teams. By integrating psychological and operational perspectives, the article argues that psychological safety is not a peripheral concern but a strategic asset for enhancing collective intelligence and organizational resilience in high-risk, information-intensive environments.