Rallying the Troops or Beating the Horses? How Project‐Related Demands Can Lead to Either High‐Performance or Abusive Supervision | Zendy

Gallagher Erin C. | Zendy; Mazur Alicia K. | Zendy; Ashkanasy Neal M. | Zendy

Open Access

Rallying the Troops or Beating the Horses? How Project‐Related Demands Can Lead to Either High‐Performance or Abusive Supervision

Author(s) -

Gallagher Erin C.,

Mazur Alicia K.,

Ashkanasy Neal M.

Publication year - 2015

Publication title -

project management journal

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 1.454

H-Index - 43

eISSN - 1938-9507

pISSN - 8756-9728

DOI - 10.1002/pmj.21500

Subject(s) - abusive supervision , work (physics) , project manager , process (computing) , psychology , personality , project management , project sponsorship , business , public relations , knowledge management , project management triangle , project charter , management , social psychology , engineering , computer science , political science , mechanical engineering , economics , operating system

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).

The content you want is available to Zendy users.

Already have an account? Click here to sign in.

Having issues? You can contact us here

Accelerating Research