Abstract
Stress is a recognised feature of the project managers’ life. Projects are becoming more complex with the uncertainty in the system contributing to the lack of control and added stress. This study explores a microcosm of 25 project managers in the South Australian construction industry, their perceived level of uncertainty and stress. The project managers interviewed provide their views on what their key stressors were and the mechanisms they use to manage effectively their stress. The results showed that structural, technical and directional complexity of projects was high, but this did not always convert into more stress for the project managers. The results indicate that stressors like the lack of resources; lack of control and increasing accountability were project managers’ primary concerns. Coping strategies included optimism, applying emotional intelligence and active planning strategies. In addition, they reduced their stress by working with good teams, using theirs and their team's experience, implementing sound systems and processes and effectively researching and gathering information.
Highlights
Many project managers find project work motivating, stimulating and creative, but it has a frustrating, ambiguous and stressful aspect to it (Karrbom, 2016; Koolhaas et al, 2011; Hosseini, Chileshe and Zillante, 2014)
This study explores a microcosm of 25 project managers in the South Australian construction industry, their perceived level of uncertainty and stress
The results indicate that stressors like the lack of resources; lack of control and increasing accountability were project managers’ primary concerns
Summary
Many project managers find project work motivating, stimulating and creative, but it has a frustrating, ambiguous and stressful aspect to it (Karrbom, 2016; Koolhaas et al, 2011; Hosseini, Chileshe and Zillante, 2014). Leung, Chan and Dongyu’s (2011) study suggested that the work of project managers in the construction industry was stressful due to the time pressures, uncertainty and the dynamic social networks involved. A dynamic work environment, with its additional pressures, imposes on the employee fluctuating workloads, undefined requirements, and multiple role demands (Turner, Huemann and Keegan, 2008; Sunding and Ekholm, 2014). A major part of a project manager’s role is to manage the uncertainty and risk of a project, and this leads to stress
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