Project management has become a common organisational approach tomanage complex projects. Despite its popularity, few studies have used ahuman resource perspective to understand the behavioural dimensions ofthe project manager. This study reports an empirical investigation onsome of the causes and consequences of role stress among projectmanagers. The sample consisted of 101 project managers in bothprojectised and matrix organisations. The study investigates therelationships between role stress and communication aspects such asboundary spanning, perceived effectiveness, satisfaction and jobtension. It also examines the effect of role autonomy, need forachievement, age and experience on effectiveness, satisfaction andperformance. Implications of the study, in terms of project managementeffectiveness are discussed. The study concludes with a summary ofcritical behavioural issues which impinge on project managementeffectiveness.
Journal of Managerial Psychology – Emerald Publishing
Published: May 1, 1989
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