Background: Psychological safety defined as employees’ perception of the organization being a safe place for taking interpersonal risks has become one of the main focal points of leaders’ agenda. Transformative leadership has been proposed as one of the potential antecedents of psychological safety.\\\\\\\\r\\\\\\\\n\\\\\\\\r\\\\\\\\nPurpose: This study aims to analyze the connection of transformational leadership and psychological safety from the perspective of IPMI Institute’s employees.\\\\\\\\r\\\\\\\\n\\\\\\\\r\\\\\\\\nMethod: This study utilizes phenomenology research design through in-depth interviews with nine participants employed in the site. The data collected was transcribed and coded based on the concepts of transformational leadership by Bass and psychological safety by Edmondson.\\\\\\\\r\\\\\\\\n\\\\\\\\r\\\\\\\\nFindings: Participants were able to identify the transformational aspects of their supervisors\\\\\\\\\\\\\\\' behavior unevenly. Psychological safety could be demonstrated via particular interpersonal risky acts, namely speaking up, questioning decisions and asking for help, and participants did not report instances of admitting mistakes to their supervisors. It is respondents who associated these actions with delegating, openness, developmental support and building up trust on the part of the supervisor; they are interpreted as participants\\\\\\\\\\\\\\\' statements rather than as causal connections verified by the research.\\\\\\\\r\\\\\\\\n\\\\\\\\r\\\\\\\\nConclusion: In IPMI, the participants saw that the dimensions of transformational leadership of their supervisors, including seeking input and developing employees, were related to the risks that they took, like voicing their opinions; however, when they felt that the process was not fair, they did not voice themselves upwards.