This phenomenological study explored how senior-level leaders foster psychological safety for employees at public higher education institutions in Texas. The participants in this study consisted of 10 current senior-level leaders who report directly to the president at a public university in Texas. Virtual semi-structured interviews were conducted and analyzed for emerging themes. Specifically, interview questions were categorized into three areas in which leaders foster psychological safety: individual level, team level, and organizational level. This study revealed the multidimensional complexities of fostering psychological safety at the senior-level leader position. In addition, the study identified key strategies leaders deploy to promote psychological safety. Some strategies include relationship-building, cultivating open feedback, modeling authenticity, and managing bureaucracy. As a result, this study's implications can aid senior-level leadership in considering the powerful impact psychological safety practices can have on individuals, teams, and the organization. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]