Department

University of Tennessee at Chattanooga. Dept. of Psychology

Publisher

University of Tennessee at Chattanooga

Place of Publication

Chattanooga (Tenn.)

Abstract

Abstract Background Individuals with invisible disabilities face unique challenges because, unlike those with visible disabilities, they may not know how others will respond if their identity is revealed (Quinn & Chaudoir, 2009). As a result, employees must navigate identity management strategies such as concealing, downplaying, or disclosing their disability (Markou & Papakonstantinou, 2025). While these strategies can be protective, they may undermine authenticity and increase emotional exhaustion. Organization and supervisor support are theorized to foster psychological safety (Frazier et al., 2017)—the belief one can take interpersonal risks without fear of negative consequences (Edmondson, 1999)—which may shape healthier identity management choices. However, little is known about how these contextual and psychological mechanisms interact to influence outcomes for this population. This study tests a model in which psychological safety mediates the relationship between organizational/supervisor support and identity management strategies, which in turn predict authenticity and emotional exhaustion. Methods Participants (N ≈ 250) will be recruited through Prolific using prescreening to identify employed adults with invisible or variably visible disabilities. Hypothesized predictors include organizational and supervisor support (Eisenberger et al., 1986, 2002). Hypothesized mediators include psychological safety (Wang & Ning, 2024) and identity management strategies—concealment, covering, selective disclosure, and full disclosure (Beatty & Kirby, 2006; Chaudoir & Fisher, 2010). Hypothesized moderators include disability visibility (Beatty & Kirby, 2006), disability identity dimensions (Forber-Pratt et al., 2020), and anticipated stigma (Quinn & Chaudoir, 2015). Hypothesized outcomes include authenticity at work (Van den Bosch & Taris, 2014) and emotional exhaustion (Maslach & Jackson, 1981). Structural equation modeling will be used to test mediation and moderation hypotheses. Expected Results & Implications Organizational and supervisor support are expected to be positively associated with psychological safety, which in turn will encourage disclosure-based strategies and discourage concealment. Disclosure is anticipated to predict lower emotional exhaustion and greater authenticity, while concealment is expected to predict greater exhaustion and reduced authenticity. By integrating support, psychological safety, and identity management into a unified model, this study advances theory on disability inclusion and psychological safety. Practically, findings will provide organizations with evidence-based guidance for creating environments where employees with invisible disabilities feel safe to be authentic. Such climates not only reduce strain but also promote well-being and organizational effectiveness. As workplaces increasingly rely on AI for performance evaluation, reducing direct human feedback and engagement, the consequences of disability disclosure or concealment decisions become especially profound. References Beatty, J. E., & Kirby, S. L. (2006). Beyond the Legal Environment: How Stigma Influences Invisible Identity Groups in the Workplace. Employee Responsibilities and Rights Journal, 18(1), 29–44. https://doi-org.proxy006.nclive.org/10.1007/s10672-005-9003-6 Chaudoir, S. R., & Fisher, J. D. (2010). The disclosure processes model: Understanding disclosure decision making and postdisclosure outcomes among people living with a concealable stigmatized identity. Psychological Bulletin, 136(2), 236–256. https://doi-org.proxy006.nclive.org/10.1037/a0018193 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi-org.proxy006.nclive.org/10.2307/2666999 Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573. https://doi.org/10.1037/0021-9010.87.3.565 Forber-Pratt, A. J., Merrin, G. J., Mueller, C. O., Price, L. R., & Kettrey, H. H. (2020). Initial factor exploration of disability identity. Rehabilitation Psychology, 65(1), 1–10. Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi-org.proxy006.nclive.org/10.1111/peps.12183 Maslach, Christina & Jackson, Susan. (1981). The Measurement of Experienced Burnout. Journal of Organizational Behavior. 2. 99 - 113. 10.1002/job.4030020205. Markou, N., & Papakonstantinou, D. (2025). Navigating Invisible Disability Disclosure and Workplace Inclusion: Employers’ Attitudes and Workplace Policies. Disabilities, 5(2), 37. https://doi.org/10.3390/disabilities5020037 Quinn, D. M., & Chaudoir, S. R. (2015). Living with a concealable stigmatized identity: The impact of anticipated stigma, centrality, salience, and cultural stigma on psychological distress and health. Stigma and Health, 1(S), 35–59. https://doi-org.proxy006.nclive.org/10.1037/2376-6972.1.S.35 van den Bosch, R., & Taris, T. W. (2014). Authenticity at work: Development and validation of an individual authenticity measure at work. Journal of Happiness Studies: An Interdisciplinary Forum on Subjective Well-Being, 15(1), 1–18. Wang, C., & Ning, Y. (2024). Perception of Psychological Safety Scale [Database record]. APA PsycTests.

Subject

Industrial and organizational psychology

Document Type

posters

Language

English

Rights

http://rightsstatements.org/vocab/InC/1.0/

License

http://creativecommons.org/licenses/by/4.0/

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Hiding or thriving? Psychological safety, identity management, and well-being among employees with invisible disabilities

Abstract Background Individuals with invisible disabilities face unique challenges because, unlike those with visible disabilities, they may not know how others will respond if their identity is revealed (Quinn & Chaudoir, 2009). As a result, employees must navigate identity management strategies such as concealing, downplaying, or disclosing their disability (Markou & Papakonstantinou, 2025). While these strategies can be protective, they may undermine authenticity and increase emotional exhaustion. Organization and supervisor support are theorized to foster psychological safety (Frazier et al., 2017)—the belief one can take interpersonal risks without fear of negative consequences (Edmondson, 1999)—which may shape healthier identity management choices. However, little is known about how these contextual and psychological mechanisms interact to influence outcomes for this population. This study tests a model in which psychological safety mediates the relationship between organizational/supervisor support and identity management strategies, which in turn predict authenticity and emotional exhaustion. Methods Participants (N ≈ 250) will be recruited through Prolific using prescreening to identify employed adults with invisible or variably visible disabilities. Hypothesized predictors include organizational and supervisor support (Eisenberger et al., 1986, 2002). Hypothesized mediators include psychological safety (Wang & Ning, 2024) and identity management strategies—concealment, covering, selective disclosure, and full disclosure (Beatty & Kirby, 2006; Chaudoir & Fisher, 2010). Hypothesized moderators include disability visibility (Beatty & Kirby, 2006), disability identity dimensions (Forber-Pratt et al., 2020), and anticipated stigma (Quinn & Chaudoir, 2015). Hypothesized outcomes include authenticity at work (Van den Bosch & Taris, 2014) and emotional exhaustion (Maslach & Jackson, 1981). Structural equation modeling will be used to test mediation and moderation hypotheses. Expected Results & Implications Organizational and supervisor support are expected to be positively associated with psychological safety, which in turn will encourage disclosure-based strategies and discourage concealment. Disclosure is anticipated to predict lower emotional exhaustion and greater authenticity, while concealment is expected to predict greater exhaustion and reduced authenticity. By integrating support, psychological safety, and identity management into a unified model, this study advances theory on disability inclusion and psychological safety. Practically, findings will provide organizations with evidence-based guidance for creating environments where employees with invisible disabilities feel safe to be authentic. Such climates not only reduce strain but also promote well-being and organizational effectiveness. As workplaces increasingly rely on AI for performance evaluation, reducing direct human feedback and engagement, the consequences of disability disclosure or concealment decisions become especially profound. References Beatty, J. E., & Kirby, S. L. (2006). Beyond the Legal Environment: How Stigma Influences Invisible Identity Groups in the Workplace. Employee Responsibilities and Rights Journal, 18(1), 29–44. https://doi-org.proxy006.nclive.org/10.1007/s10672-005-9003-6 Chaudoir, S. R., & Fisher, J. D. (2010). The disclosure processes model: Understanding disclosure decision making and postdisclosure outcomes among people living with a concealable stigmatized identity. Psychological Bulletin, 136(2), 236–256. https://doi-org.proxy006.nclive.org/10.1037/a0018193 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi-org.proxy006.nclive.org/10.2307/2666999 Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573. https://doi.org/10.1037/0021-9010.87.3.565 Forber-Pratt, A. J., Merrin, G. J., Mueller, C. O., Price, L. R., & Kettrey, H. H. (2020). Initial factor exploration of disability identity. Rehabilitation Psychology, 65(1), 1–10. Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi-org.proxy006.nclive.org/10.1111/peps.12183 Maslach, Christina & Jackson, Susan. (1981). The Measurement of Experienced Burnout. Journal of Organizational Behavior. 2. 99 - 113. 10.1002/job.4030020205. Markou, N., & Papakonstantinou, D. (2025). Navigating Invisible Disability Disclosure and Workplace Inclusion: Employers’ Attitudes and Workplace Policies. Disabilities, 5(2), 37. https://doi.org/10.3390/disabilities5020037 Quinn, D. M., & Chaudoir, S. R. (2015). Living with a concealable stigmatized identity: The impact of anticipated stigma, centrality, salience, and cultural stigma on psychological distress and health. Stigma and Health, 1(S), 35–59. https://doi-org.proxy006.nclive.org/10.1037/2376-6972.1.S.35 van den Bosch, R., & Taris, T. W. (2014). Authenticity at work: Development and validation of an individual authenticity measure at work. Journal of Happiness Studies: An Interdisciplinary Forum on Subjective Well-Being, 15(1), 1–18. Wang, C., & Ning, Y. (2024). Perception of Psychological Safety Scale [Database record]. APA PsycTests.