Exploring project managers’ perception of stress when working in increasingly complex construction projects

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Jacqueline Mary Jepson
Konstantinos Kirytopoulos
Kerry London

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.

Article Details

Section
Articles (Peer reviewed)
Author Biographies

Jacqueline Mary Jepson, University of South Australia, Australia

Program Director: Masters of Project Management School of Natural and Built Environments

Konstantinos Kirytopoulos, National Technical University of Athens

Assistant Professor, School of Mechanical Engineering

Kerry London, University of South Australia

Dean: Research and Innovation Education Arts and Social Sciences Divisional Office