Role Stress among Project Managers

Project management has become a common organisational approach to manage complex projects. Despite its popularity, few studies have used a human resource perspective to understand the behavioural dimensions of the project manager. This study reports an empirical investigation on some of the causes and consequences of role stress among project managers. The sample consisted of 101 project managers in both projectised and matrix organisations. The study investigates the relationships between role stress and communication aspects such as boundary spanning, perceived effectiveness, satisfaction and job tension. It also examines the effect of role autonomy, need for achievement, age and experience on effectiveness, satisfaction and performance. Implications of the study, in terms of project management effectiveness are discussed. The study concludes with a summary of critical behavioural issues which impinge on project management effectiveness.