In today's high-pressure work environment, project managers are often forced to "do more with less." We argue that this imperative can lead project managers to engage in either high-performance or abusive supervision behaviors. To understand this process, we develop a model and associated propositions linking a project manager's cognitive appraisal of project-related demands to high-performance work practices versus abusive supervision behaviors - both of which impact three project outcomes: stakeholder relationships, people-related project success factors, and employee well-being. We propose that the choice between high-performance work practices and abusive supervision behaviors is moderated by a project manager's personal resources (psychological capital, emotional intelligence, and dark triad personality).
CITATION STYLE
Gallagher, E. C., Mazur, A. K., & Ashkanasy, N. M. (2015). Rallying the troops or beating the horses? How project-related demands can lead to either high-performance or abusive supervision. Project Management Journal, 46(3), 10–24. https://doi.org/10.1002/pmj.21500
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